Knowledge management is a hot topic in the modern corporate world and this unique, practical book helps managers utilize corporate information to achieve real gains in productivity and profitability.

Knowledge Management focuses on identifying, sharing, storing, and exploiting internal knowledge, whereas Open Innovation is more concerned with sources of external knowledge. However, this simple dichotomy between open and closed approaches is unhelpful and not realistic. Instead, it is the interaction between internal and external knowledge that creates dynamic capabilities and the ability to innovate. In particular, we need to better understand the interactions between internal and external knowledge, and how these influence innovation outcomes under different conditions. This edited volume, Managing Knowledge, Absorptive Capacity, and Innovation, provides an opportunity to combine contemporary interests in Open Innovation with the classic notion of absorptive capacity, to better understand how organisations can manage the absorption and exploitation of inbound external sources of knowledge in order to innovate.

Managing Knowledge is an extensive and eminently readable overview of the most important ideas, tools and current applications of knowledge management. The authors rely on an innovative 'building block' approach and provide a detailed description of the most important knowledge processes in organizations. "We are experiencing a paradigm shift from an industrial age to a service/knowledge age. We are all looking for new answers that will give meaning and purpose to our efforts, and make sense of knowledge processes. This book is an excellent tool: it is easy to read and contains practical examples which help us to deal with the issues. I enjoyed reading it." Heinz Fischer, Vice-President (Personnel), Deutsche Bank "Knowledge of customer needs, markets, patents, products and processes is a key strategic resource in today's business world. The use of this resource, particularly in larger companies, is becoming a matter of survival in highly competitive and innovation-driven markets. The practical approach to knowledge management offered by Gilbert Probst, Steffen Raub and Kai Romhardt should prove an extremely useful tool." Heinrich v. Pierer, President and CEO, Siemens AG "In this book Professor Pobst and his colleagues show in a great way how to systematize and work on increasing the efficiency of strategic knowledge management." Leif Edvinsson, Director, Intellectual Capital, Skandia "Knowledge will dominate our entire 21st century social environment. Organizations will rapidly divide into those that know and those that don't. Leaders of tomorrow must make better use than they have done in the past of what knowledge their employees hold. This book will show you how." Bob Bishop, Chairman, Silicon Graphics World Trade Corporation

Managing Knowledge in Strategic Alliances is a volume in the book series Research in Strategic Alliances that will focus on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series will cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with wide prevalence of strategic alliances. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances. Managing Knowledge in Strategic Alliances contains contributions by leading scholars in the field of strategic alliance research. The 11 chapters in this volume cover a number of significant topics that speak to the critical issues in managing knowledge in strategic alliances. The chapter topics cover both the broader issues, such as managing uncertainty in alliances, collaborative know-how, novelty in interpartner knowledge, coopetition in knowledge integration, and dynamic knowledge capabilities, and the more focused problems of innovation and partner selection, partner responsiveness and knowledge in supply chain networks, the effect of knowledge flows on the decision to cooperate, and interpartner learning dynamics in an alliance constellation. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on knowledge management in strategic alliances.

This book explores organizational knowledge and how it can be pragmatically exploited within many of today’s socio-technical-economic contexts. It provides both conceptual and empirical findings across different organizational contexts, addressing areas which have either been under-developed, such as power in relationship to knowledge, or require further examination, such as the role a more holistic, action-oriented view can contribute towards identifying and retaining expert knowledge within an organization, especially within digital environments. Further, it looks at how different perceptions, mental models, beliefs, and emotions (or lack of), as well as differing actions and behaviors, affect our abilities to detect hidden risks. This book will guide researchers in rendering the relationship between the managing of knowledge and the presence of risk more visible.

Citing international examples such as Hewlett Packard, Microsoft, Google, Boeing, and Amazon, the author covers all aspects of knowledge protection, from employee retention strategies to physical security.

Your library already contains organizational knowledge—both in your employees and in your institution; this book will lead you towards guiding, fostering, and organizing that knowledge for improved organizational fitness.