![]() ![]() Boston: Harvard Business School Press.ĭavenport, T. ![]() ![]() Competing of analytics: The new science of winning. Thinking for a living: How to get better performance and results from knowledge workers. Knowledge management in theory and practice. An organizational learning framework: From intuition to institution. Journal of Occupational Psychology, 53(1), 39–52.Ĭrossan, M. New work attitude measure of trust, organizational commitment and personal need nonfulfillment. Management Dynamics in the Knowledge Economy, 3(3), 409–429.Ĭoase, R. Developing strategic thinking in business education. Organizational knowledge dynamics: Managing knowledge creation, acquisition, sharing, and transformation. Fathi (Ed.), Integration of practice-oriented knowledge technology: Trends and perspectives (pp. Nonlinear integrators of the organizational intellectual capital. Systems Research and Behavioral Science, 28(2), 160–169.īratianu, C. Changing paradigm for knowledge metaphors from dynamics to thermodynamics. Electronic Journal of Knowledge Management, 7(4), 415–424.īratianu, C. The frontier of linearity in the intellectual capital metaphor. Holsapple (Ed.), Handbook on knowledge management (Vol. New York: Basic Books.īennet, D., & Bennet, A. The coming of post-industrial society: A venture in social forecasting. Resource-based theory: Creating and sustaining competitive advantage. Firm resources and sustained competitive advantage. Organizational learning: Creating, retaining and transferring knowledge (2nd ed.). Odd couple: Making sense of the curious concept of knowledge management. New York: Wiley.Īlvesson, M., & Karreman, D. Comprehensive intellectual capital management. Since knowledge and its functions constitute strategic resources, knowledge management bridges the gap between operational management and strategic management.Īl-Ali, N. Knowledge creation, acquisition, storing and retrieving, sharing and distribution, transformation and use become the components of knowledge management. Finally, the chapter presents the new attributes of knowledge workers and knowledge processes. Instead, there is a need to develop new metrics able to measure the quality of knowledge and to evaluate the contribution of organizational learning to the firm’s performance. The engine of knowledge economy is the knowledge-based organization, where the pressure of efficiency and productivity should be relaxed. ![]() These changes produced a new type of economy where scarcity of tangible resources has been replaced by the affluence of intangible resources, and the economic theories of resource optimization and profit maximization have been aligned to knowledge creation and business sustainability. Instead of starting from defining knowledge management and describing its functions to create a prescriptive framework, the chapter begins with the broad picture of the changes in the structure of economy and in its critical assets. The purpose of this chapter is to show that knowledge management emerged as a necessity in the post-industrial society and the new knowledge economy. ![]()
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