By Susan E. Jackson (Editor), Michael A. Hitt (Editor), Angelo S. DeNisi (Editor)
This eighteenth quantity within the Jossey-Bass Organizational Frontiers sequence presents an in-depth exam of ways I/O psychologists will help locate, recruit, and deal with wisdom. The authors clarify the character of other varieties of wisdom, how knowledge-based festival is affecting companies, and the way those principles relate to innovation and studying in firms. They describe the thoughts and organizational constructions and designs that facilitate the purchase and improvement of information. they usually speak about how non-stop wisdom acquisition and innovation is promoted between participants and groups and the way to foster the production of recent wisdom. furthermore, they clarify the best way to determine the weather and tradition for organizational studying, degree and video display wisdom assets on the organizational point, and extra.
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Extra info for Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management (J-B SIOP Frontiers Series) March 2003
The biopharmaceutical industry is used as an example to illustrate the need for and means of transferring knowledge across company boundaries. Deeds also notes some of the risks involved in acquiring knowledge from external sources. In short, ﬁrms that open their knowledge to acquisition by other ﬁrms risk losing their competitive position to these ﬁrms in future competition. Therefore, he argues, the success of such transactions between ﬁrms depends on their ability to maintain a strong positive relationship.
Instead, a competitor would have to gain access to all of the resources and the system in place to leverage those resources. Thus, returning to the studio example, a rival studio would have had to lure away the star, the writer, the director, the costume designer, and the cameraperson in order to gain a sustainable 6 MANAGING KNOWLEDGE FOR SUSTAINED COMPETITIVE ADVANTAGE advantage—an extremely difﬁcult task. As a result, despite the mobility of talented employees, human capital is now seen as one of the most important sources of competitive advantage.
Is only going to be temporary if it is not grounded in people” (Fiorina, 2000). The ﬁeld of I/O psychology has also recognized the important role human capital plays in organizational effectiveness and performance, and has long suggested better ways to select and develop employees. Nevertheless, I/O psychology has traditionally been concerned only with the acquisition and development of these resources. 8 MANAGING KNOWLEDGE FOR SUSTAINED COMPETITIVE ADVANTAGE There has been little concern with how to integrate them into an overall strategy that would enable a ﬁrm to leverage the resources it acquires or develops.