Creating Knowledge Advantage - The Tacit Dimensions of International Competition and Cooperation

Description

Tacit knowledge is one of the most important, yet least understood, resources of any business firm. Variously regarded as a source of wisdom, a store of creative power, and facilitator of competitive advantage, tacit knowledge has long been viewed as an organizational resource. In this book, the authors go beyond this to argue that tacit knowledge is also a significant factor which shapes and reshapes cross-cultural cooperation and competition. They illustrate this conviction with four case studies that take the reader into a wide variety of cultural contexts and they demonstrate very contrasting experiences in untapping tacit knowledge in international business operations. Although written with MBA students in mind, who are destined to become cross-cultural knowledge workers (though they may not have seen themselves in this way before), this pioneering book will appeal to all students and practitioners of international business for its cross-cultural insights about tacit knowledge in everyday business activities. Content: Front Matter • List of Figures, Tables and Textboxes • Table of Contents Introduction 1. Knowledge Management: Practices, Propositions or a Philosophy? 2. Knowledge Management's Golden Triangle 3. Tacit Knowledge: Why Transfer is Translation 4. Exploring Tacit Knowledge in Firms' Cross-Cultural Interactions: Hazards and Cautions 5. Case Study 1: Simply the Group: Creating a Knowledge-Based Chinese Brand 6. Case Study 2: DENSO CORPORATION: Creating Spirit for Cutting-Edge Technology 7. Case Study 3: Novo Nordisk: Translating Knowledge for More Knowledge 8. Case Study 4: Ole Lynggaard Copenhagen: Creating Knowledge Advantage 9. Tacit Knowledge: Codes and Undercurrents 10. Creating Knowledge Advantage • Afterword • Appendix I: The Holden-Glisby Propositions of Tacit Knowledge in Cross-Cultural Interactions Index