Managing Knowledge

Introduction - Tim Ray
PART ONE: KEY CONCEPTS
SECI, Ba and Leadership - I Nonaka, R Toyama and N Konno
A Unified Model of Dynamic Knowledge Creation
Building Epistemologies - S D N Cook and J S Brown
The Generative Dance between Organizational Knowledge and Organizational Knowing
What Is Organizational Knowledge? - Haridimos Tsoukas and Efi Vladimirou
Do We Really Understand Tacit Knowledge? - Haridimos Tsoukas
An Overview - J C Spender
What's New and Important about Knowledge Management? Building New Bridges between Managers and Academics
PART TWO: KNOWING IN PRACTISE
Deep Smarts - Dorothy Leonard and Walter Swap
Organizational and Occupational Commitment - Tam Yeuk-Mui May, Marek Korczynski and Stephen Frenkel
Knowledge Workers in Large Corporations
Human Resouce Policies for Knowledge Work - John Storey
Knowledge Management Initiatives - John Storey and Elizabeth Barnett
Learning from Failure
IC Valuation and Measurement - Daniel Andriessen
Managing Knowledge and Innovation across Boundaries - Paul Quintas
The Human Resource Architecture - David P Lepak and Scott A Snell
Toward a Theory of Human Capital Allocation and Development
HR's Role in Building Relationship Networks - Mark L Lengnick-Hall and Cynthia A Lengnick-Hall
PART THREE: REVISING THE AGENDA - Tim Ray and Stewart Clegg
Tacit Knowing, Communication and Power
Lessons from Japan