Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management (J-B SIOP Frontiers Series)

The underlying notion is that companies used to gain competitive advantage by the more thorough exploitation of critical resources such as oil and gas, but are increasing relying instead on the more thorough utilization of human resources. Human resource professionals urge industrial/organizational psychologists to apply their expertise in transmuting human knowledge into corporate profit to focus specifically on it as a competitive weapon. Annotation (c)2003 Book News, Inc., Portland, OR (booknews.com) TeamLiB......Page 1 Cover......Page 2 Contents......Page 11 Foreword......Page 13 Preface......Page 17 The Contributors......Page 19 Part One: Introduction......Page 29 1 The Knowledge-Based Approach to Sustainable Competitive Advantage......Page 31 Part Two: Work and Organizational Designs for Knowledge-Based Competition......Page 63 2 Alternative Strategies for Acquiring Knowledge......Page 65 3 Organizing for Knowledge-Based Competitiveness:About Pipelines and Rivers......Page 92 4 Designing Work for Knowledge-Based Competition......Page 122 Part Three: Staf.ng Organizations for Knowledge-Based Competition......Page 153 5 Managing the Human Resource Architecture for Knowledge-Based Competition......Page 155 6 Hiring for Knowledge-Based Competition......Page 183 7 Contracting Talent for Knowledge-Based Competition......Page 206 Part Four: Developing and Motivating Employees for Knowledge-Based Competition......Page 235 8 Knowledge Management: Developing Intellectual and Social Capital......Page 237 9 Stimulating and Supporting Creativity in Organizations......Page 271 10 Reward Systems in Knowledge-Based Organizations......Page 302 11 Retaining Knowledge by Retaining Technical Professionals: Implications of the Unfolding Turnover Model and the Job Embeddedness Construct......Page 331 Part Five: Measuring Knowledge-Based Resources......Page 359 12 Assessing the Culture and Climate for Organizational Learning......Page 361 13 Strategic Knowledge Measurement and Management......Page 388 Part Six: Conclusion......Page 425 14 Managing Human Resources for Knowledge-Based Competition: New Research Directions......Page 427 Name Index......Page 457 Subject Index......Page 471 The Knowledge-based Approach To Sustainable Competitive Advantage / Angelo S. Denisi, Michael A. Hitt, Susan E. Jackson -- Alternative Strategies For Acquiring Knowledge / David L. Deeds -- Organizing For Knowledge-based Competitiveness : About Pipelines And Rivers / C. Marlene Fiol -- Designing Work For Knowledge-based Competition / Susan Albers Mohrman -- Managing The Human Resource Architecture For Knowledge-based Competition / David P. Lepak, Scott A. Snell -- Hiring For Knowledge-based Competition / Elaine D. Pulakos, David W. Dorsey, Walter C. Borman -- Contracting Talent For Knowledge-based Competition / Alison Davis-blake, Pamsy P. Hui -- Knowledge Management : Developing Intellectual And Social Capital / Raymond A. Noe [and Others] -- Stimulating And Supporting Creativity In Organizations / Greg R. Oldham -- Reward Systems In Knowledge-based Organizations / Edward E. Lawler Iii -- Retaining Knowledge By Retaining Technical Professionals : Implications Of The Unfolding Turnover Model And The Job Embeddedness Construct / Steven D. Maurer, Thomas W. Lee, Terence R. Mitchell -- Assessing The Culture And Climate For Organizational Learning / Lois E. Tetrick, Nancy Da Silva -- Strategic Knowledge Measurement And Management / John W. Boudreau -- Managing Human Resources For Knowledge-based Competition : New Research Directions / Susan E. Jackson, Michael A. Hitt, Angelo S. Denisi. Susan E. Jackson, Michael A. Hitt, Angelo S. Denisi, Editors. Includes Bibliographical References And Index. This eighteenth volume in the Jossey-Bass Organizational Frontiers Series provides an in-depth examination of how I/O psychologists can help find, recruit, and manage knowledge. The authors explain the nature of different types of knowledge, how knowledge-based competition is affecting organizations, and how these ideas relate to innovation and learning in organizations. They describe the strategies and organizational structures and designs that facilitate the acquisition and development of knowledge. And they discuss how continuous knowledge acquisition and innovation is promoted among individuals and teams and how to foster the creation of new knowledge. In addition, they explain how to assess the climate and culture for organizational learning, measure and monitor knowledge resources at the organizational level, and more. In the twenty-first-century landscape, firms must compete in a complex and challenging context that is being transformed by many factors, from globalization, technological development, and increasingly rapid diffusion of new technology, to the development and use of knowledge (Hitt, Keats, & DeMarie, 1998).