Georg von Krogh – författare

When The Knowledge-Creating Company (OUP; nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of knowledge management. Now, Enabling Knowledge Creation ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book.Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce knowledge enabling--the overall set of organizational activities that promote knowledge creation--and demonstrate its power to transform an organization's knowledge into value-creating actions. They describe the five key "knowledge enablers" and outline what it takes to instill a knowledge vision, manage conversations, mobilize knowledge activists, create the right context for knowledge creation, and globalize local knowledge.The authors stress that knowledge creation must be more than the exclusive purview of one individual--or designated "knowledge" officer. Indeed, it demands new roles and responsibilities for everyone in the organization--from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of knowledge itself, everyone in an organization has a vital role to play in making "care" an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where knowledge is created, exchanged, and used for sustained, competitive advantage. This much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of knowledge in their organization.

Finally! A comprehensive volume on the management of corporate acquisitions that summarizes contemporary research, and that moves what we know about acquisition management a step further. The book encompasses innovative works from several countries, related to a variety of issues; managerial motives, the role of acquisitions in competitive strategy, as well as organizational and political processes. Unlike several other works on acquisitions, this book emphasizes the most critical issue faced by managers today; how to manage successfully already acquired companies and operations. Both researchers, managers and students of strategy and organization will find this book an important supplement.

This book presents a new view of organizations which has important implications for the theory, methods and practice of management. The authors examine how this theory can be applied in the organization and management field, by an increased focus on knowledge and the processes of knowledge development and guidance.

Based upon observation of and involvement in the strategy processes of three media firms a framework for strategy processes is proposed and a practical outline of how new strategy processes should be developed is presented.

Using both established as well as more recent modes of inquiry, this book sheds new light on an increasingly important dimension of organizational cooperation and competition - that of knowledge and knowledge transfer. Based on research and practice, the book addresses a wide range of issues concerning the management of knowledge, from knowledge transfer between organizations to knowledge management within organizations.

Divided into two parts, Managing Knowledge reflects a fundamental conceptual distinction between two world-views. The first part is characterized by representationism, or traditional approaches to viewing knowledge, knowledge transfer and cooperative strategies. The contributors provide a clear overview of the current research on knowledge management, and bring together studies on the sociology of knowledge, strategic management and learning theory. The second part focuses on anti-representationism, or new perspectives on knowledge and knowledge transfer in organizational cooperation. These perspectives, based on autopoiesis theory, go far beyond conventional ways of perceiving and managing knowledge and their implications for management theory and practice are fully examined.

Using both established as well as more recent modes of inquiry, this book sheds new light on an increasingly important dimension of organizational cooperation and competition - that of knowledge and knowledge transfer. Based on research and practice, the book addresses a wide range of issues concerning the management of knowledge, from knowledge transfer between organizations to knowledge management within organizations.

Divided into two parts, Managing Knowledge reflects a fundamental conceptual distinction between two world-views. The first part is characterized by representationism, or traditional approaches to viewing knowledge, knowledge transfer and cooperative strategies. The contributors provide a clear overview of the current research on knowledge management, and bring together studies on the sociology of knowledge, strategic management and learning theory. The second part focuses on anti-representationism, or new perspectives on knowledge and knowledge transfer in organizational cooperation. These perspectives, based on autopoiesis theory, go far beyond conventional ways of perceiving and managing knowledge and their implications for management theory and practice are fully examined.

Written by some of the leading international scholars in the field, this book presents the current state-of-the-art in knowledge management.

The book offers a strong response to the need for a body of scientific knowledge on the understanding, managing and measuring of knowledge in organizations and brings an international perspective to bear on the issues bridging theory and practice through case study illustrations from Europe, Japan and American companies.

Written by some of the leading international scholars in the field, this book presents the current state-of-the-art in knowledge management.

The book offers a strong response to the need for a body of scientific knowledge on the understanding, managing and measuring of knowledge in organizations and brings an international perspective to bear on the issues bridging theory and practice through case study illustrations from Europe, Japan and American companies.

The first of its kind, this Handbook mobilizes research on an emerging phenomenon, Open Strategy. As new technologies and societal pressures have precipitated employees, business partners, shareholder groups and other stakeholders into deeper involvement in strategy, various Open Strategy initiatives now promise greater transparency and inclusion in the strategy process. Providing a wide-ranging introduction to the concept of Open Strategy and its various dimensions, the chapters of this Handbook detail key practices, discuss the roles of technology, and propose various theoretical perspectives for researching Open Strategy. Finally, this Handbook addresses the ongoing challenges and politics involved in Open Strategy. It will appeal to organization and strategy scholars, master's students in business and management, practitioners, such as consultants and strategy staff in established firms, and anyone concerned with new trends in strategy development and its implications for organizations and their members.

Based upon observation of and involvement in the strategy processes of three media firms a framework for strategy processes is proposed and a practical outline of how new strategy processes should be developed is presented.

This book presents a new view of organizations which has important implications for the theory, methods and practice of management. The authors examine how this theory can be applied in the organization and management field, by an increased focus on knowledge and the processes of knowledge development and guidance.

These cases present a series of new concepts for understanding and managing knowledge, such as half-worked boundary objects, knowledge hyperstories, activity centered knowledge support and knowledge dramas.

Theoretical approaches to the management of organizational knowledge abound. Yet there are few guidelines as to how to implement a systematic approach to the management of organizational knowledge. This drawback seems all the more surprising given that organizations are moving from the hierarchical, integrated, discrete corporate entities of the past to multidimensional, interwoven network structures with blurred boundaries. This book redresses the balances and provides a practical manual for the systematic management and measurement of knowledge networks, with case studies from companies such as Unilever, Hewlett Packard, Daimler-Chrysler and Lotus.

What should the next generation of knowledge management practices be? "Living Knowledge" offers an empirical perspective on the dynamic and living nature of knowledge in organizations, based on research on professional service work. The book starts from a perspective on knowledge as being constituted in practice and guides the reader through a diverse set of organizational experiences. These cases present a series of new concepts for understanding and managing knowledge, such as half worked boundary objects, knowledge hyperstories, activity centered knowledge support and knowledge dramas.

The first part of the book contains three case studis which illustrate the idea of knowledge networks for growth. The templates in the last part of the book ease the adaptation of networks for the reader's own company or his or her specific business needs.

The concepts and theories of knowledge management and networks are meanwhile well documented. Yet there are few, if any, guidelines on how to implement knowledge management within an organization, especially focusing on how to manage knowledge in a network environment. This shows that managing knowledge in networks is a rather new and unexplored field. This book visualizes paths that allow one to make connections between theories, concepts and concrete actions. Knowledge networks are organizational forms within companies that connect key experts to share knowledge and therefore fulfil strategic goals. Managing knowledge in network environments is a fast-moving field attempting to integrate various disciplines such as human resources, organizational development, change management, strategy, information technology, sociology and network theory. This book shows how to integrate these different roots into a holistic view on managing knowledge in networks. It develops a methodology which will support the reader to move concrete steps forward towards building and maintaining knowledge networks in his organization.

The first part of the book contains three case studis which illustrate the idea of knowledge networks for growth. The templates in the last part of the book ease the adaptation of networks for the reader's own company or his or her specific business needs.