Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000004752857 | HD30.2 L46 1995 | Open Access Book | Book | Searching... |
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Summary
Summary
This work argues that, in order to remain competitive, firms must devise and maintain a system of knowledge creation to build up reservoirs of knowledge. It focuses on knowledge-creating activities, and uses practical mangerial examples showing how to nurture capabilities over time.
Reviews 2
Booklist Review
Leonard-Barton, a professor of business administration at Harvard Business School, asks why some companies are better than others at successfully developing new products. To answer that question, she interviewed managers in various manufacturing industries who have been successful--and others who have not. The result is an understanding of the process of how better to manage a firm's "knowledge assets." Important is her discovery that a company's core competency can become a "core rigidity." Doing one thing well to the exclusion of anything else stifles creativity. Or, when the competitive environment changes, companies that continue only with what has worked in the past are often put at a disadvantage. She also examines four activities she found to be involved in the innovation process: integrated problem solving, implementation of new methodologies, experimentation, and the importing of know-how. Wellsprings is designed in part for use by academics in training managers, but its practical insights will be helpful to practitioners as well. David Rouse
Choice Review
Leonard-Barton (Harvard Business School) offers insights on how to creatively share knowledge within an organization, believing that such shared knowledge is key to stimulating innovation in business. She asserts that there are four major knowledge-building activities: developing shared problem-solving skills; experimenting; integrating information across functional and project boundaries; and importing expertise from outside the firm. The core capabilities of innovation may, she warns, become core rigidities unless managed well. The author emphasizes the prevention of "core rigidities" as essential if a firm is to remain competitive. An excellent concluding chapter discusses six characteristics of continuously renewing organizations. A rich sample of case studies is instructive for the technology based business. Recommended for graduate, faculty, and professional collections. L. J. Cumbo; Emory and Henry College
