Mapping Strategic Knowledge

This book outlines a number of different tools for mapping strategic knowledge, and thus making knowledge more accessible. Anne Huff and Mark Jenkins have brought leading academics together to: * illustrate the contribution of knowledge mapping to central issues in strategy and organization theory * provide informed analysis and theory * consider the contribution of these studies to management practice * address practical theoretical and methodological limitations of these tools, including several software tools now available to facilitate mapping Each section of the book provides a table, which charts the chapters' main contents, key findings and implications for knowledge management. An annotated bibliography is provided at the end of the book as a resource for readers who may wish to become more familiar with relevant and existing literature in this area.

Table of Contents:
Introduction - Anne Sigismund Huff and Mark Jenkins PART ONE: METHODS FOR DIRECTLY DISCOVERING MANAGERIAL KNOWLEDGE Mapping Successful Organizational Routines - Véronique Ambrosini and Cliff Bowman Linking Content to Process - Olaf G Rughase How Mental Models of the Customer Enhance Creative Strategy Processes Enabling Strategic Metaphor in Conversation - John R Doyle and David Sims A Technique of Cognitive Sculpting for Explicating Knowledge PART TWO: INFERRING MANAGERIAL KNOWLEDGE Gaining Understanding in a Complex Cause-Effect Policy Domain - Roger I Hall Entrepreneurial Narratives and the Dominant Logics of High Growth Firms - Joseph Porac, Yuri Mishina and Timothy G Pollock Spatializing Knowledge - Nich Henry and Steven Pinch Placing the Knowledge Community of Motor Sport Valley PART THREE: THEORETIC AND METHODOLOGICAL ISSUES A Mapping Framework for Strategy-Making - Colin Eden and Fran Ackermann The Individual in the Strategy Process - Gerard P Hodgkinson and A John Maule Insights from Behavioural Decision Research and Cognitive Mapping Facilitating Group Cognitive Mapping of Core Competencies - Phyllis Johnson and Gerry Johnson Using a Knowledge-Based System to Study Strategic Options - Dale W Jasinski and Anne Sigismund Huff Annotated Bibliography - Heidi M Neck and Nardine Collier

About the Author :
Anne Huff is Visiting Professor of Strategy and Innovation at the TUM Business School in Munich, Germany, where she is helping organize research on open innovation that crosses traditional organizational boundaries, product-service fusion and leadership systems.  She was Founding Director of the Advanced Institute of Management Research (AIM), a UK wide management research initiative with offices based at the London Business School, and continues to be a visiting AIM fellow at LBS.  She is also a visiting professor in the Communications Department of the University of Colorado, and had prior appointments at the University of Illinois, and UCLA.  She earned a BA from Barnard College (philosophy), as well as an MA (sociology) and PhD (management) from Northwestern University.   Her research interests focus on sustained innovation and strategic change; both are seen as dynamic processes of interaction among firms and as cognitive processes affected by the interaction of individuals over time.  Recent books include Mapping Strategic Knowledge. Sage, 2002 (edited, with Mark Jenkins), When Firms Change Direction. Oxford University Press, 2000 (with James O. Huff), and  Writing for Scholarly Publication (Sage, 1998).    In 1998-99 Anne was President of the Academy of Management, an association of management researchers with 16,000 members worldwide; she held associated leadership positions from 1995 to 2001.  In August 2003 she received the Distinguished Scholar Award of the Managerial and Organizational Cognition Division of that association.  She serves on the boards of several professional organizations and journals.