ISBN: 9781840643145 - managing know-who based companies: a multinetworked approach to knowledge and innovation management (20 resultados)

Condición: Brand New. New. US edition. Expediting shipping for all USA and Europe orders excluding PO Box. Excellent Customer Service.

Condición: New. This is a Brand-new US Edition. This Item may be shipped from US or any other country as we have multiple locations worldwide.

Condición: Used. pp. xiv + 281.

Condición: Used. pp. xiv + 281 Illus.

Condición: Used. pp. xiv + 281.

Condición: new.

Condición: Neu. Gebundene Ausgabe 281 S. Sehr guter Zustand, ohne Namenseintrag, Original-Schutzumschlag Zustand: 11, Neu, Gebundene Ausgabe Edward Elgar Publishing , 2000-04-26 281 S. , Harryson, S: Managing Know-Who Based Companies: A Multinetworked Approach to Knowledge and Innovation Management (Edward Elgar Monographs), Sigvald J. Harryson.…

Condición: New. 2000. Hardcover. . . . . .

Condición: New. In English.

Condición: Sehr gut. Zustand: Sehr gut | Seiten: 296 | Sprache: Englisch | Produktart: Bücher | Keine Beschreibung verfügbar.

HRD. Condición: New. New Book. Shipped from UK. Established seller since 2000.

Hardback. Condición: New. Dr Harryson develops the principle of 'know-who' - first propounded and practised by Japanese companies but now increasingly championed by multinationals. Case studies are used from companies such as Kodak, Ericsson, IBM and Philips to highlight the networking patterns deployed by these companies and to ultimately confirm or deny the relevance of 'know-who' management. The book explains why, in a world where knowledge and intellectual value is widely acknowledged as crucial, companies can achieve both innovativeness and productivity through 'know-who'. By enhancing our understanding of 'know-who' based management of knowledge and innovation, the author suggests new approaches to dealing with the knowledge economy and to solving the paradoxical organizational needs of creative invention and rapid innovation. This approach is based on new networking patterns and new ways of using the results of extra-corporate networking such as:gathering global market intelligence in cooperation with RandD staff internal networks promoting the diffusion of external and internal knowledgealigning RandD staff with marketing and production by internal 'know-who' mechanisms Written by a leading management consultant, the theories discussed will be essential reading for business managers, international scholars and researchers of RandD, innovation and the knowledge economy.…

Hardcover. Condición: Brand New. 281 pages. 9.30x6.40x1.20 inches. In Stock.

Hardcover. Condición: new. Hardcover. In this text Dr Harryson develops the principle of "know-who" -first propounded and practised by Japanese companies but now increasingly championed by multinationals. He uses case studies from companies such as Kodak, Ericsson, IBM and Philips to highlight the networking patterns deployed by these companies and ultimately to confirm or deny the relevance of "know-who" management. The book explains why, in a world where knowledge and intellectual value is widely acknowledged as crucial, companies can achieve both innovation and productivity through "know-who". This text develops the management principle of "know-who". It uses case studies from companies such as Kodak, Ericsson, IBM and Philips to highlight the networking patterns deployed by these companies and ultimately to confirm or deny the relevance of "know-who" management. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Gebunden. Condición: New. This text develops the management principle of know-who . It uses case studies from companies such as Kodak, Ericsson, IBM and Philips to highlight the networking patterns deployed by these companies and ultimately to confirm or deny the relevance of know.

Condición: New. 2000. Hardcover. . . . . . Books ship from the US and Ireland.

Hardback. Condición: New. New copy - Usually dispatched within 4 working days.

Buch. Condición: Neu. Neuware.

Hardback. Condición: New. Dr Harryson develops the principle of 'know-who' - first propounded and practised by Japanese companies but now increasingly championed by multinationals. Case studies are used from companies such as Kodak, Ericsson, IBM and Philips to highlight the networking patterns deployed by these companies and to ultimately confirm or deny the relevance of 'know-who' management. The book explains why, in a world where knowledge and intellectual value is widely acknowledged as crucial, companies can achieve both innovativeness and productivity through 'know-who'. By enhancing our understanding of 'know-who' based management of knowledge and innovation, the author suggests new approaches to dealing with the knowledge economy and to solving the paradoxical organizational needs of creative invention and rapid innovation. This approach is based on new networking patterns and new ways of using the results of extra-corporate networking such as:gathering global market intelligence in cooperation with RandD staff internal networks promoting the diffusion of external and internal knowledgealigning RandD staff with marketing and production by internal 'know-who' mechanisms Written by a leading management consultant, the theories discussed will be essential reading for business managers, international scholars and researchers of RandD, innovation and the knowledge economy.…

Hardcover. Condición: new. Hardcover. In this text Dr Harryson develops the principle of "know-who" -first propounded and practised by Japanese companies but now increasingly championed by multinationals. He uses case studies from companies such as Kodak, Ericsson, IBM and Philips to highlight the networking patterns deployed by these companies and ultimately to confirm or deny the relevance of "know-who" management. The book explains why, in a world where knowledge and intellectual value is widely acknowledged as crucial, companies can achieve both innovation and productivity through "know-who". This text develops the management principle of "know-who". It uses case studies from companies such as Kodak, Ericsson, IBM and Philips to highlight the networking patterns deployed by these companies and ultimately to confirm or deny the relevance of "know-who" management. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.…