This volume synthesizes thinking on knowledge management and intellectual capital from a broad range of sources and identifies how human resource management can make a value-added contribution.

This book reinvigorates the use of wisdom in management and work practice, promoting it as an important research topic and demonstrating how it can be applied across a number of important management areas such as knowledge innovation and strategy.

This book presents new evidence concerning the influential role of context and institutions on the relations between knowledge, innovation, clusters and learning. From a truly international perspective, the expert contributors capture the most interesting and relevant aspects of knowledge economy. They explore an evolutionary explanation of how culture can play a significant role in learning and the development of skills. Presenting new data and theory developments, this insightful book reveals how changes in the dynamics of knowledge influence the circumstances under which innovation occurs. It also examines cluster development in the knowledge economy, from regional to virtual space. This volume will prove invaluable to academics and researchers who are interested in exploring new ideas surrounding the knowledge economy. Those employed in consultant firms and the public sector, where an understanding of the knowledge economy is important, will also find plenty of relevant information in this enriching compendium.

This volume explores the challenge of engaging knowledge management in a sharing economy. In a hyper-competitive business environment, everything tends to be digital, virtual and highly networked, which raises the issue of how knowledge management can support the decision whether or not to share strategic resources or capabilities. The book answers questions such as: to what extent does the sharing economy preserve or compromise the competitive advantage of organizations? And what are the knowledge-management strategies for competitive, yet cautious sharing dynamics?

With the establishment of the innovation economy, the Fourth Industrial Revolution is becoming a reality. As this occurs, new forms of leadership arise, generated by the interaction between leadership functions and neurology. This innovative book asks the question: what are the key value creation processes in the innovation economy?

An easy-to-follow guide to understanding some of business's most important ideas and best practices Most business readers don't have time to read every book they'd like for inspiration and guidance. This follow-up to the sleeper success, The Guru Guide(TM), makes it possible to sample the best ideas of leading business thinkers. The Guru Guide(TM) to the New Economy is a clear, concise, and informative guide to the business topics that relate to the new business environment, including electronic commerce, customer relationship management, knowledge management, globalization, and business ethics. Gurus to be profiled include Stan Davis and Chris Meyer, authors of Blur: The Speed of Change in the Connected Economy; Rosabeth Moss Kanter, author of World Class: Thriving Locally in the Global Economy; and Don Pepper, coauthor of The One-to-One Future and Enterprise One-to-One. Joseph H. Boyett and Jimmie T. Boyett (Alpharetta, GA) are cofounders of Boyett & Associates, a consulting and research firm that specializes in helping companies implement state-of-the-art management and organizational practices. Joseph and Jimmie Boyett are the coauthors of Beyond Workplace 2000 and The Guru Guide(TM) (0-471-38054-7) (Wiley).

New breakthrough thinking in organizational learning, leadership, and change Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities. The pace of change and the fluidity of most work structures means that it's not really about creating effective teams anymore, but instead about leading effective teaming. Teaming shows that organizations learn when the flexible, fluid collaborations they encompass are able to learn. The problem is teams, and other dynamic groups, don't learn naturally. Edmondson outlines the factors that prevent them from doing so, such as interpersonal fear, irrational beliefs about failure, groupthink, problematic power dynamics, and information hoarding. With Teaming, leaders can shape these factors by encouraging reflection, creating psychological safety, and overcoming defensive interpersonal dynamics that inhibit the sharing of ideas. Further, they can use practical management strategies to help organizations realize the benefits inherent in both success and failure. Presents a clear explanation of practical management concepts for increasing learning capability for business results Introduces a framework that clarifies how learning processes must be altered for different kinds of work Explains how Collaborative Learning works, and gives tips for how to do it well Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.