Book Description
This new reader in the history of economic thought is edited by two of the most respected figures in the field. With clearly written summaries putting each selection into context and useful questions for discussion, this book will be of great use to students and lecturers of the history of economic thought and goes beyond the simple reprinting of articles. br Selections and discussions include such thinkers as Aristotle, John Locke, François Quesnay, David Hume, Jean Baptiste Say, Karl Marx, William Stanley Jevons, Irving Fisher and Thorstein Veblen. br i History of Economic Thought: A Reader /i can be used as a core textbook or as a supplementary text on courses in economic thought and philosophy. It will provide readers with a good foundation in the different schools of thought that run through economics.
Customer Reviews:
Great Book, with a small font........2006-07-18
This is indeed a very well made compilation on a difficult subject. It covers many authors with great efficiency. I'm a history buff and an economist so this was heaven for me.
My only problem with the Reader itself is the font; I felt it was a bit on the small side making the reading process less pleasurable than it otherwise would have been.
It should also be made clear that some great economists are mediocre writers, making their points in a very obtuse manner. Also that many early economists didn't know some principles which we today find obvious, this makes some of the writing very quaint in their logic and propositions. This will be fascinating for those who wish to study the history of the economic thought process by looking at the authors themselves. It is not, however, a good book from which to learn economic theory. You are better off knowing the subject already before studying its intellectual history.
Just don't jump into this book without some background on economics. The early authors aren't very eloquent in making their points and the later authors become a bit math intensive if you haven't seen the subject before.
If on the other hand you want a well-compiled overview of great economic classics this book is simply unbeatable. I loved it, but then again I'm a geek.
A Marvellous Record of a Rich Discipline.......2003-09-25
I have been waiting for years for this kind of book. I teach a small history of economic thought part-time to two colleges in Florida and my students have been very reluctant to dig into their pockets to buy the original texts - there are so many important books. This handy compendium brings together the key contributions between the covers of one, utterly essential volume.
I like the relative conservatism of the selections - the editors do not impose their view of the canon on others and instead treat us to all the classics. I particularly enjoyed the linking material: everything is placed into its proper context.
Lastly - any book that includes "The Fable of the Bees" gets my vote - Godlike Genius!!
Average customer rating:
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New Caribbean Thought: A Reader
Manufacturer: University of the West Indies Press
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A Beveridge Reader
Karel Williams , and
John Williams
Manufacturer: Unwin Hyman
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ASIN: 0043610706 |
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J.A. Hobson: A Reader
Michael Freeden
Manufacturer: Unwin Hyman
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ASIN: 0044451075 |
Book Description
When The Knowledge-Creating Company (OUP; nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of knowledge management. Now, Enabling Knowledge Creation ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book. Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce knowledge enabling--the overall set of organizational activities that promote knowledge creation--and demonstrate its power to transform an organization's knowledge into value-creating actions. They describe the five key "knowledge enablers" and outline what it takes to instill a knowledge vision, manage conversations, mobilize knowledge activists, create the right context for knowledge creation, and globalize local knowledge. The authors stress that knowledge creation must be more than the exclusive purview of one individual--or designated "knowledge" officer. Indeed, it demands new roles and responsibilities for everyone in the organization--from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of knowledge itself, everyone in an organization has a vital role to play in making "care" an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where knowledge is created, exchanged, and used for sustained, competitive advantage. This much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of knowledge in their organization.
Customer Reviews:
Documented and thoughtful.......2004-04-16
This book made me discover knowledge management. It is very well documented, very thougthful, easy to read... An excellent starting point.
Knowledge Enabling not KM !!.......2002-06-18
I had a pleasant surprise when a friend of mine decided to gift me "Enabling Knowledge Creation" by Georg Von Krogh, Kazuo Ichijo and Ikujiro Nonaka. It forms a sequel to "the Knowledge Creating Company" co-authored by Nonaka and Takeuchi published in 1995 . The first book was a seminal work which has profoundly influenced my views on Knowledge Creation (Nonaka refuses to entertain the concept of KM , resolutely denying that Knowledge
can ever be managed!) along with writers like Tom Davenport and Larry Prusak. However, the first book was open to a lot of criticism saying that it was just too "theoretic", "vague" and "generalised" ...Nonaka et al try and get more hands on, and tool bookish with this book.
However, this book is likely to disturb people who have read and formed ideas about KM by reading works of the American thought leaders.
In the start of the book the authors try and make the difference explicit.
In a passage titled "what's wrong with knowledge management?" they spell it out :
Pitfall I: KM relies on easily detectable, quantifiable information.
Pitfall II: KM is devoted to the manufacture of tools.
Pitfall III: KM depends on a Knowledge Officer.
While the premises of Knowledge Enabling and Creation are:
Premise I: Knowledge is justified true belief, individual and social, tacit and explicit.
Premise II: Knowledge depends on your perspective.
Premise III: Knowledge Creation is a craft , not a science.
The authors reiterate that organizational Knowledge Creation involves five main steps :
1. Sharing tacit knowledge
2. Creating concepts
3. Justifying concepts
4. Building a prototype
5. Cross-leveling knowledge.
To facilitate this the following 5 enablers need to be in place :
1. instill a knowledge vision
2. manage conversations
3. mobilize knowledge activits
4. Create the right context
5. Globalize local knowledge
The book is rich in case studies which show how different companies that follow these concepts are growing in leaps and bounds and innovating over others who remain stuck in the KM paradigm.
The authors note that in the Knowledge journey companies can be mapped in 3 phases, which might or might not be sequential.
1. The Risk Minimisers , whose focus is capturing and locating knowledge. The tools they use are data warehousing, datamining, Yellow pages, IC-Navigator, Balanced Scorecard, Knowledge Audits, IC-Index, Business Information Systems, Rule-based systems [these firms still view knowledge as a resource that needs to be collected and managed]
2. The Efficiency Seekers, who focus on transferring and sharing knowledge. The tools they use are internets, intranets, Lotus Notes/Groupware, Networked organization, knowledge workshops, knowledge workbench, Best Practice Transfer, Benchmarking, Knowledge-gap analysis, Knowledge sharing culture, Technology transfer units, Knowledge transfer units, Systems Thinking
3. The Innovators who enable Knowledge creation are typically those who embrace a knowledge vision, managing conversations, creating the right context, mobilize knowledge activists, globalize local knowledge, professional innovation networks, new organizational forms, New HRM-systems, new corporate values, project management systems, corporate universities, communities and storyboards.
Highly Recommended!.......2001-03-21
Dust off those liberal arts degrees before opening this challenging treatise on knowledge management, written by a trio of academics who call themselves "constructionists," quote Sartre and speak passionately of "post-modernism." Their work explains how to gain initiative and constructive input from workers by modifying traditional command structures - a grounded approach that is much more realistic than the revolutionary conversions called for by other experts. Managers who balk at the thought of granting autonomy or increased access to their employees may well be converted away from their hierarchical dogma here. We at getAbstract particularly recommend the lively knowledge-creation case histories and the wonderful section explaining how companies can create valid, imaginative futures. (What if IBM had imagined a world in which software was more important than mainframes?)
Sustainable advantage through knowledge enabling.......2000-06-05
In the many publications on Knowledge Management, the writings by Von Krogh and Nonaka (and, in this case, Ichijo) stand out in a number of aspects: 1) their emphasis of knowledge "management" as an essentially human and social process 2) their emphasis on linking knowledge management with strategic focus and business results 3) the inspiring examples and writing style.
This book is a clear showcase of these elements. It provides a profound yet pragmatic guidance on the road to becoming a learning organisation. Where capturing & locating, and transferring & sharing knowledge are essential in achieving competitive advantage through knowledge, the real source of sustainable advantage is, as the authors claim, the continuous creation of new knowledge, as a result of developing a strategic vision and an enabling organisation and culture to realise that (evolving) vision.
Being involved in implementing a number of the concepts in our organisation, I am convinced this book provides many ideas and tools that will help today's corporate world in reshaping our business for the knowledge economy.
Highly recommended!
Focus on knowledge creation, but what about integration?.......2000-05-30
The author's of this book are leading thinkers in the KM field. Perhaps the best way to describe this book is as a sequel to Nonaka's earlier 1995 book. But, we all remember what happened to Scarlett, again a much touted sequel. Although this book was a slight disappointment since Nonaka has set reader's expectations a little too high with his earlier groundbreaking title "The Knowledge Creating ompany" that, for the most part, defined KM as we know it. An academic reader will appreciate they theoretical insights provided and extensive references to supporting literature. But there are some aspects that this book underplays: 1. Knowledge creation is fine, but knowledge integration is perhaps as important---an issue to which the authors pay little attention. 2. Excellent ideas aside, this book underplays the significance of empirical evidence and most cases tend to be descriptive qualitative analyses. 3. The role of technology is highly underplayed. 4. The book has "sufficient" overlap with the authors' research papers in the uropean Management Journal. For academic readers who have read those, this might be a little disappointing. 5. The concept of KM and it's relationship with innovation at architectural and component levels is not described in much detail.
On the positive side, you will find that: 1) Lots of issues that were barely touched upon in Nonaka's preceding book are described in further detail. 2) The book is very well written and the tone is accsible to both academic and non-academic readers. 3) the concept of BA is elucidated in further detail Readers who do not follow academic research journals might find that an interesting extension. 4) A link between strategy and KM is well illustrated. For businesses, KM is of little value if there are no results. The authors describe how to look for those results (or in lay terms, ROI). Academic readers will also find Nonaka's recent paper in a recent issue of Organization Science (2000) to be of much interest. Academic readers must also realize that the approach here seems to be "post modern," and indeed quite qualitative in the European research tradition.
To sum my opinion, this book is a worthy addition to the bookshelves; but, it is not to be read without reading Nonaka's preceding book "The Knowledge Creating Company." A word of warning is in order: Academic readers will enjoy this title however, managerial readers might find it a little heavy and abstract. Indeed, this book stands out of the crowd with three authors who are well respected in the American research circles---consequently, its high overall quality comes as no surprise. Recommended.
Average customer rating:
- a sorry excuse for a management book
- Sydney, Australia
- A most informing insight into tacit knowledge
- A significant contribution to strategic management
- The most complete study of tacit knowledge I read so far
|
Tacit Knowledge in Organization
Philippe Baumard
Manufacturer: Sage Publications Ltd
ProductGroup: Book
Binding: Paperback
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`Philippe Baumard has observed that strategic success seems to lie more in top managers' ability to use tacit knowledge than in their gaining or updating explicit knowledge' -
William H Starbuck, New York University
`This important new book effectively illustrates how, in conditions of ambiguity, managers `over-manage', i.e. rely too much on explicit plans and interpretations. Here, Philippe Baumard develops an alternative analysis and with it a new approach to management' -
Frank Blackler, Lancaster University
This landmark book delves below the surface of organizations in order to understand the complex processes of top managers' decision making.
Philippe Baumard argues that the conventional, rational model of decision making ignores the tacit and intuitive processes that are often crucial in successful business outcomes. He demonstrates through his four central business cases how it is in times of uncertainty, rapid change and turbulence that the fate of companies is often determined, and it is at these times that managers' tacit knowledge and their ability to navigate ambiguous and complex situations is most critical.
Customer Reviews:
a sorry excuse for a management book.......2006-01-06
anyone who has known the author either in an organization or scholastic context would be appalled to know that he has written books about organizations! he is pompous and arrogant, and has not the slightest clue as to how to get along with people. I would probably research the author further before listening to his intellectual grandstanding.
Sydney, Australia.......2001-02-16
I refer to this book on almost a daily basis. While it can be obscure, it the most thought-provoking and well-researched book I have found in the field of organizational psychology to date. The sections on the use of tacit knowledge to usurp existing knowledge or information systems bring theory headlong against existing practices and peer practics.
A most informing insight into tacit knowledge.......1999-09-19
The process of generating knowedge is triggered off by the articulation of ambiguous, implicit insights into concepts, which are successively inscribed into more explicit and concrete forms of organizing. Such activities and practices have to do with "doing" as much as wth "knowing". Our activities are open-ended for they cannot be captured in rules, reciptives or normative models. Such insights are the forte of Philipe Baumard's book.
A significant contribution to strategic management.......1999-09-17
Philippe Baumard is seeking to stake out a distinctive domain - the use of tacit knowledge by top managers. Knowledge, especially tacit knowledge, provides sense-making frameworks within which top managers process information and make decisions. When sense-making frameworks prove ineffective - as they inevitably do in some situations - top managers misinterpret problems and they find themselves unable to generate successful actions.
The most complete study of tacit knowledge I read so far.......1999-09-15
I loved the book because I am currently struggling with a corporate program of "tacit knowledge management" and I have been looking for something precise for more than three years. Our corporation has more than 72.000 employees, and we needed very precise categories of what kind of tacit knowledge can be preserved in our organization. The book provides an amazingly precise framework, that we currently use in our company.
Average customer rating:
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The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations
Catherine Kano Kikoski , and
John F. Kikoski
Manufacturer: Praeger Publishers
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Binding: Hardcover
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A Whole New Mind: Why Right-Brainers Will Rule the Future
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ASIN: 1567204902 |
Book Description
In the information economy, knowledge is an asset and a currency. The creation of new knowledge, therefore, enhances an organization's position in the marketplace. How do we create new knowledge? We don't do it by learning what is already known. The learning organization is already passe. Instead, we do it by inquirinq, which is a method of bringing tacit knowledge to the forefront of awareneness. The inquiring organization surfaces tacit knowledge, which is what its employees bring to the table--their background, education, experience, character, and judgment--and transforms that knowledge into new, explicit knowledge that can be transferred from one employee to another through conversation. That is true knowledge creation, and this book provides the tools, skills, techniques, and processes for executives and professionals in any field to accomplish this task in today's fluid environment.
Book Description
This digital document is a journal article from International Journal of Industrial Organization, published by Elsevier in 2004. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
We model knowledge-trading coalitions in which the transfer of tacit knowledge is unverifiable and requires face-to-face contact, making spatial proximity important. When there are sufficient ''complementarities'' in knowledge exchange, successful exchange is facilitated if firms can meet in a central location, thereby economizing on travel costs. When complementarities are small, however, a central location may be undesirable because it is more vulnerable to cheating than is a structure involving bilateral travel between firms. We believe that our framework may help explain the structure and stability of multimember technology trading coalitions, such as Sematech and Silicon Valley.
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Rural Safety: Machinery, Stock and General Hazards (Practical Farming)
I. Brown
Manufacturer: Butterworth-Heinemann
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ASIN: 075068903X |
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This text explains how to minimise risks and cope with problems, with the help of many clear illustrations. This book is useful for students of agriculture as well as managers of rural businesses. A companion volume, Farm Chemical Safety is also
available in the Practical Farming Series.
Average customer rating:
- Duplicate information
- outdated and not so helpful
- great for the truly green
|
The Crafts Business Answer Book & Resource Guide: Answers to Hundreds of Troublesome Questions About Starting, Marketing, and Managing a Homebased Business Efficiently, Legally, and Profitably
Barbara Brabec
Manufacturer: M. Evans and Company, Inc.
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Handmade for Profit!: Hundreds of Secrets to Success in Selling Arts and Crafts
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ASIN: 0871318334 |
Book Description
Topics include startup, managing, and marketing of a homebased crafts business.
Customer Reviews:
Duplicate information.......2007-08-27
This is a very good resource. It is easy to understand and use. However, don't make the mistake of also purchasing "The Craft Business Answer Book", by the same author. The description makes it sound like the book contains different information, but it doesn't. The covers are different, but the books are basically the same.
outdated and not so helpful.......2007-07-09
i found this book to be dry and not helpful for my home craft business purposes. It is now very much out of date also.
great for the truly green.......2000-02-28
I have not been in the crafts business long, and I must say I found this book far more informative than others offered online. Highly recommended for newcomers like myself.
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![Spatial proximity and complementarities in the trading of tacit knowledge [An article from: International Journal of Industrial Organization]](http://g-ec2.images-amazon.com/images/I/21D5MWZG8PL.jpg)