000			05486nam a2200265uu 4500
001			707161432298
003			OSt
005			20190211163040.0
008			070716s2002 xx ||||g| |0|| 0 eng d
020			_a019513866X
090			_a2.12 _bS8981s
245	1	0	_aTHE Strategic Management of Intellectual Capital And Organizational Knowledge
260			_aOxford : _bOxford University, _c2002
300			_a748 p.
505	8	0	_t1. Knowledge, intellectual capital, and strategy: Themes and tensions - Chun Wei Choo, Nick Bontis _tPart I. Knowledge in organizations _t2. Market, hierarchy, and trust: The knowledge economy and the future of capitalism - Paul S. Adler _t3. Knowledge, knowledge work, and organizations: An overview and interpretation - Frank Blackler _t4. The creation and sharing of knowledge - Max Boisot _t5. Sensemaking, knowledge creation, and decision making: organizational knowing as emergent strategy - Chun Wei Choo _t6. knowledge, context, and the management of varaition - Charles Despres, Daniele Chauvel _tPart II. Knowledge-based perspectives of the firm _t7. A resource-based theory of the firm: knowledge versus opportunism - Kathleen R. Conner, C.K. Prahalad _t8. The knowledge-based view of the firm - Robert M. Grant _t9. knowledge, Uncertainty, and an emergency theory of the firm - J.C. Spender _t10. From economic theory toward a knowledge-based theory of the firm: conceptual building bloks - Georg Von Krogh, Simon Grand _t11. knowledge and learning, markets and organizations: Managing the information transaction space - Ard Huizing, Wim Bouman _tPart III. Knowledge strategies _t12. Replication of organizational routines: conceptualizing the exploitation of knowledge assets - Sidney G. Winter, Gabriel Szulanski _t13. Modular product and process architectures: Frameworks for strategic organizational learning - Ron Sanchez _t14. Technological and organizational designs for realizing economies of substitution - Raghu Garud, Arun Kumaraswamy _t15. Developing a knowledge strategy - Michael H. Zack _t16. Aligning human resource management practices and knowledge strategies: A theoretical framework - Paul Bierly III, Paula Daly _t17. knowledge and the internet: Lessons from cultural industries - Chong Ju Choi, Anastasios Karamanos _tPart IV. Knowledge strategy in practice _t18. Product sequencing: coevolution of knowledge, capabilities, and products - Constance E. Helfat, Ruth S. Raubitschek _t19. Exploration and exploitation as complements - Anne Marie Knott _t20. Above and beyond knowledge management - Vincent P. Barabba, John Pourdehnad, Russell L. Ackoff _t21. Keeping a butterfly and an elephant in a house of cards: The elements of exceptional success - Willian H. Starbuck _t22. Epistemology in action: A framework for understanding organizational due diligence processes - Mihnea Moldoveanu _t23. National culture and knowledge sharing in a global learning organization: A case study - Youngjin Yoo, Ben Torrey _tPart V. Knowledge creation _t24. A dynamic theory of organizational knowledge creation - Ikujiro Nonaka _t25. Managing existing knowledge is not enough: Knowledge management theory and practice in Japan - Katsuhiro Umemoto _t26. Knowledge exploitation and knowledge exploration: Two strategies for knowledge creating companies - Kazuo Ichijo _t27. The role of tacit knowledge in group innovation - Dorothy Leonard, Sylvia Sensiper _t28. knowledge creation of global companies - Seija Kulkki _tPart VI. Knowledge across boundaries _t29. Mobilizing knowledge in interorganizational alliances - Harald M. Fischer, Joyce Brown, Joseph F. Porac, James B. Wade, Michael Devaughn, Alaina Kanfer _t30. How does knowledge flow? interfirm patterns in the semiconductor industry - Melissa M. Appleyard _t31. Opportunity and constraint: Chainto-component transfer learning in multiunit chains of U.S Nursing Homes, 1991-1997 - Will Mitchell, Joel A. C. Baum, Jane Banaszak-Holl, Whitney B. Berta, Dilys Bowman _t32. knowledge across boundaries: Managing knowledge in distributed organizations - Claudio U. Ciborra, Rafael Andreu _t33. Bridging knowledge gaps: Learning in geographically dispersed cross-functional development teams - Deborah Sole, Amy Edmondson _t34. Managing public and private firm knowledge within the context of flexible firm boundaries - Sharon F. Matusik _tPart VII. Managing intellectual capital _t35. Managing organizational knowledge by diagnosing intellectual capital: Framing and advancing the state of the field - Nick Bontis _t36. Intellectual capital: An exploratory study that develops measures and models - Nick Bontis _t37. Intellectual capital management and disclosure - Steve Pike, Anna Rylander, Goran Roos _t38. Social capital, intellectual capital, and the organizational advantage - Janine Nahapiet, Sumantra Ghoshal _t39. The role of social capital and organizational knowledge in enhancing entrepreneurial opportunities in high-technology environments - Donna Marie De Carolis _t40. Leveraging knowledge through leadership of organizational learning - Mary Crossan, John Hulland _tAppendix _t41. Beyond knowledge management: New ways to work - Brian Hackett
650		4	_aGestão do Conhecimento _913120
650		4	_aAprendizagem _911989
650		4	_aCapital Social _912224
650		4	_aEstudo de Caso _911993
700	1		_a _932405
942			_cG
998			_a20070716 _b1432^b _cIsabel
998			_a20130617 _b1023^b _ckarina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c24241 _d24241
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