Organisational Forms to Leverage Knowledge

Klaus North and Gita Kumta
Additional contact information
Klaus North: Hochschule RheinMain
Gita Kumta: SVKM’s Narsee Monjee Institute of Management Studies

Chapter 3 in Knowledge Management, 2014, pp 63-104 from Springer

Abstract: Abstract This chapter addresses the issue of finding the right organisational form enabling organisational learning, innovation and “boundaryless” knowledge flows. The art of balancing stability and renewal as well as competition and cooperation is discussed. Here, using several case studies, different forms of organisations are described from the viewpoint of knowledge location and flows. The KM tool described at the end of the chapter is the “After Action Review”.

Keywords: Organisational Form; Tacit Knowledge; Renewal Process; Business Unit; Entrepreneurial Corporation (search for similar items in EconPapers)
Date: 2014
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sptchp:978-3-319-03698-4_3

Ordering information: This item can be ordered from
http://www.springer.com/9783319036984

DOI: 10.1007/978-3-319-03698-4_3

Access Statistics for this chapter

More chapters in Springer Texts in Business and Economics from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().