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List of Figures | viii | |
List of Boxes | ix | |
List of Tables | x | |
List of Abbreviations | xii | |
Acknowledgements | xiii | |
1. | Introduction | 1 |
Part 1 | Theoretical and Contextual Background | |
2. | Building Technological Capabilities in Different Theoretical Traditions | 9 |
2.1 | Introduction | 9 |
2.2 | Technological capability building in developing countries literature | 10 |
2.3 | Re-building core capabilities in the strategic management literature | 17 |
2.4 | Towards a framework for the analysis of technological capabilities | 27 |
3. | The Role of Knowledge Management in Re-building Strategic Capabilities | 35 |
3.1 | Introduction | 35 |
3.2 | Learning at the individual and organizational levels | 36 |
3.3 | Coordination of learning and integration of knowledge | 46 |
3.4 | Towards a framework for the analysis of knowledge management issues | 51 |
3.5 | Conceptual design of this book | 55 |
4. | Methodology | 57 |
4.1 | Introduction | 57 |
4.2 | Broad research strategy | 58 |
4.3 | Sources of data | 59 |
4.4 | Collecting information through interviews | 59 |
4.5 | Analyzing case study evidence | 64 |
4.6 | Writing the case study | 64 |
5. | Overview of the Technology, the Industry and the Firm | 67 |
5.1 | Introduction | 67 |
5.2 | The technology | 68 |
5.3 | The industry | 74 |
5.4 | The Mexican and the US glass container industry | 76 |
5.5 | The case study firm: Vitro-Glass Containers | 93 |
Part 2 | The Process of Building Up Technological Capabilities From the Earliest Days on | |
Introductory Note | 105 | |
6. | The Process of Building up the Minimum Essential Knowledge Base: 1909-70 | 107 |
6.1 | Introduction | 107 |
6.2 | The capability building process: Developing internal innovative technological capabilities | 109 |
6.3 | The capability building process: Use of external knowledge sources | 118 |
6.4 | Efforts to manage the use of existing knowledge | 124 |
6.5 | An assessment of the depth of the knowledge base | 127 |
7. | Starting a Transition Process Towards Building up Strategic Capabilities, 1970-90 | 131 |
7.1 | Introduction | 131 |
7.2 | The capability building process: Fast follower and external knowledge sources | 133 |
7.3 | The capability building process: Strengthening internal innovative capabilities | 138 |
7.4 | The directions of the knowledge accumulation and the emergence of embryonic strategic capabilities | 147 |
7.5 | An assessment of the depth of the knowledge base | 171 |
8. | The Fragility of the Transition Process in the 1990s | 175 |
8.1 | Introduction | 175 |
8.2 | The capability building process: Strengthening the fast follower strategy and the focus on day-to-day activities | 179 |
8.3 | The changing directions of knowledge accumulation | 188 |
8.4 | Towards a more explicit knowledge management | 200 |
8.5 | An assessment of the transition process during the 1990s | 205 |
8.6 | 1909-96: a long and devious way of building embryonic strategic capabilities but not strategic capabilities | 208 |
Part 3 | Knowledge Management Problems Underlying the Truncated Transition Process | |
Introductory Note | 213 | |
9. | Features of Knowledge Management Contributing to the Truncated Transition Process | 215 |
9.1 | Introduction | 215 |
9.2 | The truncated transition process | 215 |
9.3 | Limited conversion of individual into organizational learning | 228 |
9.4 | Different learning strategies and limited coordination of learning | 242 |
9.5 | Limited knowledge integration | 246 |
9.6 | Instability in the knowledge creation process | 250 |
9.7 | Conclusions | 254 |
10. | Factors Influencing the Knowledge Management Features | 259 |
10.1 | Introduction | 259 |
10.2 | The non-perception of knowledge as a system | 260 |
10.3 | The instability of the dual technology strategy | 274 |
10.4 | Conclusions | 294 |
11. | Conclusions | 297 |
11.1 | Key issues of knowledge management in different stages of technological capability building | 298 |
11.2 | Knowledge management and the truncated Transition Process | 300 |
11.3 | Factors influencing the knowledge management | 303 |
11.4 | Suggestions for future research | 306 |
Bibliography | 309 | |
Index | 321 |
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Add Learning and Knowledge Management in the Firm: From Knowledge Accumulation to Strategic Capabilities, Dutrénit (economics, Metropolitan Autonomous U., Xochilmilco, Mexico) illustrates the complex transition process involved as companies accumulate knowledge and develop new types of knowledge management to build primary strategic capabilities. Based on a d, Learning and Knowledge Management in the Firm: From Knowledge Accumulation to Strategic Capabilities to the inventory that you are selling on WonderClubX
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Add Learning and Knowledge Management in the Firm: From Knowledge Accumulation to Strategic Capabilities, Dutrénit (economics, Metropolitan Autonomous U., Xochilmilco, Mexico) illustrates the complex transition process involved as companies accumulate knowledge and develop new types of knowledge management to build primary strategic capabilities. Based on a d, Learning and Knowledge Management in the Firm: From Knowledge Accumulation to Strategic Capabilities to your collection on WonderClub |