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The article demonstrates the importance of experimentation and reflection to maintaining success, and delineates the concept of execution-as-learning.

This article was originally published in 1991. It emphasizes the importance of drawing from the tacit, subjective insights and intuitions of individuals within the company, and the key role that an employee's personal commitment plays in this process.

This study examines the relationship between knowledge strategy (exploration or exploitation) and performance, and the possible moderating role of external environment variables. Results from a sample of small manufacturing firms [...]

The article assesses components of human capital and the importance of 'fit' in successful management. Human capital components, listed from most to least portable, include general management, strategic, industry, relationship, and company-specific; each of these are discussed.

Mode 2 knowledge production is applied to management research. Solution-oriented knowledge is identified as Management Theory; description-oriented knowledge is identified as Organization Theory. The potential for an interdisciplinary relationship between these two is discussed.

A study conducted to analyze the relationship between social capital and knowledge creation at the individual level, is presented. It was found that as relationships increased in number, returns to knowledge creation diminished, and the strength of interpersonal relations had a higher marginal effect on knowledge creation than the number of relations.

The article distinguishes between the two types of social capital, internal bonding and external bridging, and how each influences outcomes in within a team project setting. It is posited that strong internal bonding is necessary for the successful integration of knowledge acquired through external bridging.

It is posited that social capital offers disadvantages to firms as well as advantages, and that the literature has emphasized benefits over drawbacks, which have been under-researched. Discussion focuses on the importance of understanding the bonding and bridging components of social capital, as these are key for its successful implementation.

An ethnographic study of organizational collaboration in the telecommunications industry is presented to illustrate the multiple strategies, techniques and expressions of power and politics in knowledge management. Discussion focuses on problem solving in a software implementation project.

The article examines the conflict between local and putative expert knowledge and how the former, which is garnered by practitioners working across a wide community, is usually discounted by the latter, which is held by centrally located executives and managers. Discussion focuses on these geographic and hierarchical peripheries.

The article examines both organizational-level innovation research and team-level innovation research to identify two types of systems that affect a firm's capability to create knowledge: the organization strategy and the project team strategy. It is posited that the organization strategy better predicts knowledge creation capability outcomes.

The introduction of the special issue on organizational knowledge focuses on examining the practices and processes that are used to create knowledge within organizations, and how politics and power impact competing forms of knowledge.

The article examines programmed organizational learning and autonomous-formal organizational learning. The relative emphasis these receive depend on management philosophy and institutional characteristics such as franchisee status and professionalization. A dispersed form, spontaneous organizational learning, is also examined, and found to be attenuated when knowledge was regarded as a commodity.

The article examines the ways in which information technology is changing the manner in which data is organized, and how the relationships between items of data are constantly changing.

This study evaluates the impact of knowledge spillovers on the convergence of productivity among firms. With the use of patent citation data, knowledge spillovers are decomposed into intra- and inter-industry spillovers, and internal knowledge flows. The findings from this study suggest that each firm is converging to its own steady-state productivity growth rate, which is conditional on the firm's R&D efforts and the intensity of intra-industry spillovers it receives. Moreover, if technology followers and leaders invest equally in R&D activities, the followers will eventually catch up with the leaders because the former tend to be the ones who receive knowledge spillovers from the latter.

The article identifies the four phases of knowledge creation: socialization, externalization, combination, and internalization, and examines these in correlation with knowledge transfer during product redesign and steady state in the automobile manufacturing industry.

The article examines how local recipient networks and multinational enterprise source networks influence affect knowledge transfer, using the automotive industry in China as an illustration. This dual networks approach is discussed relative to future research on relationships between multinational corporations and their international joint venture partners.

The authors identify two forms of knowledge stocks, declarative memory and procedural, that influence new product creativity and performance. These knowledge stocks are, in turn, influenced by external and internal information flows. The interaction of these factors is illustrated and their implications for management and future research are discussed.

A model is presented that illustrates how corporations use venture capital, acquisitions, and alliances to improve their capabilities in creating and developing ventures. The key component is the adaptation of knowledge to corporate-specific contexts via experiential learning processes.

The interaction between personal and shared components of context is examined within the framework of knowledge-type taxonomy, and findings are used to suggest ways in which entities can draw more value from internal initiative investments through promoting knowledge among employees.

The article examines the process of rhetoric in management knowledge, in which rhetoric is seen as a closed system that operates to maintain the status quo between producers of management knowledge and its consumers. Discussion focuses on issues of context and style.

The article contrasts the dynamic evolution of vertical boundaries of two corporations to illustrate how vertical boundaries reflect the ways in which companies approach the integration and division of knowledge. Implications regarding configuration of capabilities are also discussed.

The co-production model for knowledge creation and transfer is described, providing guidelines for cooperation between academics and managers to reduce the theory-practice gap. The science base is systematically reviewed to synthesize knowledge and foster efficient transfer.

Knowledge access, rather than acquisition, is examined as the primary benefit offered by interfirm alliances, specifically because it improves efficiency in knowledge application.

The author examines two knowing exchange value processes, knowing through a fad bandwagon and knowing through a learning bandwagon, and applies these processes to firms manipulating their network positions. The findings emphasize the importance of network embeddedness as a research subject.

The authors posit that the levels of explicit and tacit knowledge required to implement new strategies are the primary determinants of a firmEs performance after a strategic organizational change. Findings are drawn from organizational research models of knowledge transfer, internal conscious awareness and environmental structure.

Research indicates that companies develop biased competitive environment estimates due to their concentration on nearby competitors, which is driven by bounded rationality and competitive pressure. It is concluded that stable performance and strategic heterogeneity will therefore emerge within a given industry, but this will decrease as costs of change and competitive pressures decrease.

The article critiques the resource-based view of business strategy, which states that successful organizational routines must be tacit to prevent their diffusion throughout a given market. It delineates the conditions sufficient and necessary for the generation of successful organizational routines that are explicit, not tacit, in the case of franchises.

Research on knowledge management activities is presented, including how much time is spent on each, and identifying tacit skills among workers that can be passed on to others.