Contents -- Contributors -- 1 Knowledge, Intellectual Capital, and Strategy: Themes and Tensions -- PART I. KNOWLEDGE IN ORGANIZATIONS -- 2 Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism -- 3 Knowledge, Knowledge Work, and Organizations: An Overview and Interpretation -- 4 The Creation and Sharing of Knowledge -- 5 Sensemaking, Knowledge Creation, and Decision Making: Organizational Knowing as Emergent Strategy -- 6 Knowledge, Context, and the Management of Variation -- PART II. KNOWLEDGE-BASED PERSPECTIVES OF THE FIRM -- 7 A Resource-Based Theory of the Firm: Knowledge versus Opportunism -- 8 The Knowledge-Based View of the Firm -- 9 Knowledge, Uncertainty, and an Emergency Theory of the Firm -- 10 From Economic Theory Toward a Knowledge-Based Theory of the Firm: Conceptual Building Blocks -- 11 Knowledge and Learning, Markets and Organizations: Managing the Information Transaction Space -- PART III. KNOWLEDGE STRATEGIES -- 12 Replication of Organizational Routines: Conceptualizing the Exploitation of Knowledge Assets -- 13 Modular Product and Process Architectures: Frameworks for Strategic Organizational Learning -- 14 Technological and Organizational Designs for Realizing Economies of Substitution -- 15 Developing a Knowledge Strategy -- 16 Aligning Human Resource Management Practices and Knowledge Strategies: A Theoretical Framework -- 17 Knowledge and the Internet: Lessons from Cultural Industries -- PART IV. KNOWLEDGE STRATEGY IN PRACTICE -- 18 Product Sequencing: Coevolution of Knowledge, Capabilities, and Products -- 19 Exploration and Exploitation as Complements -- 20 Above and Beyond Knowledge Management -- 21 Keeping a Butterfly and an Elephant in a House of Cards: The Elements of Exceptional Success -- 22 Epistemology in Action: A Framework for Understanding Organizational Due Diligence Processes.

23 National Culture and Knowledge Sharing in a Global Learning Organization: A Case Study -- PART V. KNOWLEDGE CREATION -- 24 A Dynamic Theory of Organizational Knowledge Creation -- 25 Managing Existing Knowledge Is Not Enough: Knowledge Management Theory and Practice in Japan -- 26 Knowledge Exploitation and Knowledge Exploration: Two Strategies for Knowledge Creating Companies -- 27 The Role of Tacit Knowledge in Group Innovation -- 28 Knowledge Creation of Global Companies -- PART VI. KNOWLEDGE ACROSS BOUNDARIES -- 29 Mobilizing Knowledge in Interorganizational Alliances -- 30 How Does Knowledge Flow? Interfirm Patterns in the Semiconductor Industry -- 31 Opportunity and Constraint: Chain-to-Component Transfer Learning in Multiunit Chains of U.S. Nursing Homes, 1991-1997 -- 32 Knowledge across Boundaries: Managing Knowledge in Distributed Organizations -- 33 Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams -- 34 Managing Public and Private Firm Knowledge within the Context of Flexible Firm Boundaries -- PART VII. MANAGING INTELLECTUAL CAPITAL -- 35 Managing Organizational Knowledge by Diagnosing Intellectual Capital: Framing and Advancing the State of the Field -- 36 Intellectual Capital: An Exploratory Study That Develops Measures and Models -- 37 Intellectual Capital Management and Disclosure -- 38 Social Capital, Intellectual Capital, and the Organizational Advantage -- 39 The Role of Social Capital and Organizational Knowledge in Enhancing Entrepreneurial Opportunities in High-Technology Environments -- 40 Leveraging Knowledge through Leadership of Organizational Learning -- Appendix -- 41 Beyond Knowledge Management: New Ways to Work -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X.