Crafting the future: strategic conversations in the knowledge economy
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
1997
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | X, 270 S. graph. Darst. |
Internformat
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
ACKNOWLEDGMENTS 1
CHAPTER ONE 2
DEVELOPING FORESIGHT 2
1.1 research Outline 3
Research Question 3
Theoretical Positioning 4
Research Objectives 5
1.2 research Motivation: Exploring Conversational Dynamics 8
1.3 The Quest for Orientation: Strategy from Within 14
1.4 The Concept of Foresight 19
1.5 Structure of the Thesis 23
1.6 Summary: Linking Knowledge to Strategy 26
CHAPTER TWO 27
RESEARCH METHODOLOGY 27
2.1 Balancing Consensus in Theory forming 27
The Debate between Pfeffer and van Maanen 27
Making Theory formation Transparent 29
2.2 Building blocks of the Theoretical Contribution Presented 31
The Constructs 34
The Main Propositions 36
The Boundaries 37
Inspiration and Illustration from Company Anecdotes 38
2.3 Summary: Constructing a New Theoretical Contribution 40
CHAPTER THREE 41
THE CONCEPT OF KNOWLEDGE IN STRATEGIC MANAGEMENT 41
3.1 Contextualized Theory Building 42
3.2 Strategizing in the Knowledge Economy 46
Knowledge Implies Sustainable, Heterogeneous Resource Distribution 47
Knowledge Changes the Nature of Resource investment Decisions 48
Path dependency in the Knowledge Economy Increases 49
Knowledge Triggers Positive Feedback Loops Rather Than Negative Ones 50
Knowledge Changes the Nature of Work and Property 51
Knowledge Emphasizes the Social Context 52
Contents V
3.3 Uncovering Epistemological Assumptions 54
Reasons to Discuss Epistemological Assumptions 54
Cognitivist Epistemology 56
Connectionistic Epistemology 59
Autopoietic Epistemology 62
Relating Emerging Knowledge strategy Issues to the Epistemologies 66
3.4 Knowledge Appearances 70
Selected Categories of Knowledge 70
Clustering Knowledge Categories 73
Retrofitting Knowledge Categories 74
3.5 Knowledge Applications 79
Selected Knowledge Applications 79
Retrofitting Knowledge Applications 81
3.6 Towards a Knowledge based Strategic Model 85
Knowledge exploitation and exploration 87
Striking the Balance 89
3.7 Summary: Advancing Research on Knowledge in the Field of Strategic
Management 90
CHAPTER FOUR 93
KNOWLEDGE BASED VALUE CREATION 93
4.1 Task Specification 94
General Characteristics of Tasks 94
Levels of Task Specification 96
4.2 Knowledge Identification 99
Knowledge Description 101
Knowledge Discovery 104
Example 1 VeriFone 106
Example 2 Skandia AFS /10
4.3 Competence Identification 115
Core Competences 117
Peripheral Competences 120
4.5 Product Identification 125
Core Products 127
Peripheral Products 129
4.6 Summary: Surviving the Present 131
CHAPTER FIVE 133
KNOWLEDGE BASED FORESIGHT CREATION 133
5.1 Issue: Exploring the Future 135
Experiencing Emergent Futures 135
Reducing Uncertainty and Ambiguity 136
Creating Preferred Futures 137
Promoting a Sense of Shared Expectations 138
VI Crafting the Future: Strategic Conversations in the Knowledge Economy
5.2 Assumptions: Epistemology 138
The Classification of Mitroff and Mason 139
Epistemological Positioning 141
5.3 Appearance: Knowledge based Foresight 142
Selected Foresight Models 142
Dynamic Description of Existing Knowledge 152
Internalization of Selected Peripheral Knowledge 158
Articulation of Potential Competences and Products 166
5.4 Application: Crafting the Future in St. Moritz 169
St. Moritz Top of the World 170
Nurturing the Spirit of St. Moritz 170
Description of Existing Knowledge in St. Moritz 173
Internalization of Selected Trends: Inline Skating 777
Articulation of Competences and Products: Inline Skating Marathon 179
5.5 Summary: Advancing into the Future 183
CHAPTER SIX 186
POWER TO KNOW: THE RELATION BETWEEN POWER AND KNOWLEDGE
IN MANAGERIAL CONVERSATIONS 186
6.1 The Purpose of Power 186
6.2 Why Should We Think About Power? 189
6.3 Power and Knowledge: A Theoretical Dialectic Exposition 193
An Emerging Strategic Perspective on Power 194
Proposition la: Knowledge is Power 196
Proposition lb: Embrained and Encultured Knowledge as Sources of Power 197
Proposition 2a: Power is Static 200
Proposition 2b: Power is Dynamic Rather than Static 201
Proposition 3a: Power is Easy to Detect 202
Proposition 3b: Power is Invisible and Therefore Not Easy to Detect 203
Proposition 4a: Power is Clustered 204
Proposition 4b: Power is Distributed and not Clustered 206
Implication a: Knowledge Development is Controlled by an Elitist Group 207
Implication b: Knowledge Development is a Shared Responsibility 209
6.4 Implications for Managerial Conversations 212
Controlled and Efficient Knowledge Exploitation 213
Chaotic Knowledge Exploitation or Inertia 213
New Knowledge Closely Attached to Legitimate Knowledge 215
New Knowledge Loosely Attached to Legitimate Knowledge 215
6.5 Summary: Reculer Pour Mieux Sauter ( Stepping Back to Leap Further )... 217
Contents VII
CHAPTER SEVEN 222
STRATEGIC CONVERSATIONS AT WORK 222
7.1 Creating Awareness for Knowledge based Strategic Conversations 223
7.2 Characteristics of Strategic Conversations 226
Low Degree of Task Specification 226
Search for Peripheral Knowledge 227
Dynamic and Dispersed Power Mode 229
Knowledge Internalization 230
7.3 Managing Strategic Conversations 231
Define Foresight Goals 232
Discuss Basic Assumptions 232
Create/Choose a Foresight Model 233
Experience the Foresight Model 233
Discuss Limitations of Chosen Approach 233
CHAPTER EIGHT 235
EPILOGUE: FLOATING ALONG A STREAM OF CONVERSATIONS 235
BIBLIOGRAPHY 240
VIII Crafting the Future: Strategic Conversations in the Knowledge Economy
FIGURE 1 A: CONVERSATIONAL DYNAMICS 11
FIGURE IB: THE EVOLUTION OF THE STRATEGIC MANAGEMENT FIELD 13
FIGURE 1C: THESIS OUTLINE 24
FIGURE 2A: THEORETICAL BUILDING BLOCKS 33
FIGURE 3A: GENERIC RESEARCH MAP 43
FIGURE 3B: OVERVIEW OF TABLES 46
FIGURE 3C: STRATEGIC KNOWLEDGE MANAGEMENT MODEL 86
FIGURE 3D: STRIKING THE BALANCE BETWEEN EXPLOITATION AND EXPLORATION 89
FIGURE 4A: KNOWLEDGE BASED VALUE CREATION 93
FIGURE 4B: TASK COMPONENTS 96
FIGURE 4C: TASK SPECIFICATION LEVELS 97
FIGURE 4D: KNOWLEDGE MAP 103
FIGURE 4E: IMAGINARY ORGANIZATION 115
FIGURE 4F: COMPETENCE PORTFOLIO 116
FIGURE 4G: LINKING COMPETENCE TO COMPETITIVE ADVANTAGE 121
FIGURE 4H: DYNAMIC COMPETENCE PORTFOLIO 124
FIGURE 41: PRODUCT PORTFOLIO 127
FIGURE 4J: DYNAMIC PRODUCT PORTFOLIO 130
FIGURE 4K: DYNAMICS OF KNOWLEDGE BASED VALUE CREATION PROCESSES 132
FIGURE 5A: FORESIGHT CREATION 133
FIGURE 5B: GENERATING AND RETROFITTING THE CONCEPT OF KNOWLEDGE FORESIGHT 134
FIGURE 5C: BASIC PHILOSOPHICAL STANCES 140
FIGURE 5D: DYNAMICS OF THE KNOWLEDGE BASED FORESIGHT CREATION PROCESSES... 151
FIGURE SE: KNOWLEDGE PORTFOLIO 156
FIGURE 5F: DYNAMICS WITHIN THE KNOWLEDGE PORTFOLIO 160
FIGURE 5G: INTERNALIZING INLINE SKATING IN ST. MORITZ 176
FIGURE 5H: COMPETENCE ARTICULATION 180
FIGURE 51: INNOVATION PORTFOLIO IN ST. MORITZ 182
FIGURE 6A: TWO PERSPECTIVES ON POWER AND KNOWLEDGE 196
Figures IX
FIGURE 6B: LEGITIMATE KNOWLEDGE 208
FIGURE 6C: POWER IN MANAGERIAL CONVERSATIONS 212
FIGURE 6D: MANAGING POWER IN MANAGERIAL CONVERSATIONS 218
FIGURE 7A: POLARIZING FORCES IN MANAGERIAL CONVERSATIONS 226
X Crafting the Future: Strategic Conversations in the Knowledge Economy
TABLE 3A: STRATEGIC ISSUES IN THE KNOWLEDGE ECONOMY 53
TABLE 3BA: COGNITIVISTIC PROFILE 58
TABLE 3BB: CONNECTIONISTIC PROFILE 61
TABLE 3BC: AUTOPOIETIC PROFILE 64
TABLE 3.1: RETROFITTING EMERGING KNOWLEDGE STRATEGY ISSUES 68
TABLE 3.1 (CONT.): RETROFITTING EMERGING KNOWLEDGE STRATEGY ISSUES 69
TABLE 3CA: CATEGORIES OF KNOWLEDGE 71
TABLE 3.2: RETROFITTING KNOWLEDGE CATEGORIES 75
TABLE 3CB: KNOWLEDGE RELATED CONSTRUCTS 78
TABLE 3CB (CONT.): KNOWLEDGE RELATED CONSTRUCTS 79
TABLE 3D: SELECTED KNOWLEDGE APPLICATIONS 80
TABLE 3D (CONT.): SELECTED KNOWLEDGE APPLICATIONS 81
TABLE 3.3: RETROFITTING THE KNOWLEDGE APPLICATION KNOWLEDGE TRANSFER 84
TABLE 4A: DISTINCTION BETWEEN CORE AND PERIPHERAL COMPETENCES 119
TABLE 4B: EVALUATING VERIFONE S SOFTWARE COMPETENCE 122
TABLE 5A: SELECTED CONTRIBUTIONS ON FORESIGHT 143
TABLE 5A CONT.: SELECTED CONTRIBUTIONS ON FORESIGHT 144
TABLE 5A CONT.: SELECTED CONTRIBUTIONS ON FORESIGHT 145
TABLE 5A CONT.: SELECTED CONTRIBUTIONS ON FORESIGHT 146
TABLE 5A CONT.: SELECTED CONTRIBUTIONS ON FORESIGHT 147
TABLE 5A CONT.: SELECTED CONTRIBUTIONS ON FORESIGHT 148
TABLE 5A CONT.: SELECTED CONTRIBUTIONS ON FORESIGHT 149
TABLE 6A: PERSPECTIVES ON POWER AND KNOWLEDGE 211
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| spelling | Venzin, Markus 1968- Verfasser (DE-588)124537979 aut Crafting the future strategic conversations in the knowledge economy von Markus Venzin 1997 X, 270 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier St. Gallen, Univ., Diss., 1997 Futurologie gtt Strategisch management gtt Wissenssoziologie (DE-588)4066615-3 gnd rswk-swf Kommunikation (DE-588)4031883-7 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Informationsgesellschaft (DE-588)4114011-4 gnd rswk-swf Gesprächsführung (DE-588)4124995-1 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Informationsgesellschaft (DE-588)4114011-4 s Strategisches Management (DE-588)4124261-0 s Gesprächsführung (DE-588)4124995-1 s DE-604 Wissenssoziologie (DE-588)4066615-3 s Unternehmen (DE-588)4061963-1 s Kommunikation (DE-588)4031883-7 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007842483&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Venzin, Markus 1968- Crafting the future strategic conversations in the knowledge economy Futurologie gtt Strategisch management gtt Wissenssoziologie (DE-588)4066615-3 gnd Kommunikation (DE-588)4031883-7 gnd Strategisches Management (DE-588)4124261-0 gnd Unternehmen (DE-588)4061963-1 gnd Informationsgesellschaft (DE-588)4114011-4 gnd Gesprächsführung (DE-588)4124995-1 gnd |
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| title | Crafting the future strategic conversations in the knowledge economy |
| title_auth | Crafting the future strategic conversations in the knowledge economy |
| title_exact_search | Crafting the future strategic conversations in the knowledge economy |
| title_full | Crafting the future strategic conversations in the knowledge economy von Markus Venzin |
| title_fullStr | Crafting the future strategic conversations in the knowledge economy von Markus Venzin |
| title_full_unstemmed | Crafting the future strategic conversations in the knowledge economy von Markus Venzin |
| title_short | Crafting the future |
| title_sort | crafting the future strategic conversations in the knowledge economy |
| title_sub | strategic conversations in the knowledge economy |
| topic | Futurologie gtt Strategisch management gtt Wissenssoziologie (DE-588)4066615-3 gnd Kommunikation (DE-588)4031883-7 gnd Strategisches Management (DE-588)4124261-0 gnd Unternehmen (DE-588)4061963-1 gnd Informationsgesellschaft (DE-588)4114011-4 gnd Gesprächsführung (DE-588)4124995-1 gnd |
| topic_facet | Futurologie Strategisch management Wissenssoziologie Kommunikation Strategisches Management Unternehmen Informationsgesellschaft Gesprächsführung Hochschulschrift |
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