Buch, Englisch, 166 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 266 g
Reihe: Routledge Advances in Management and Business Studies
The Tacit Component
Buch, Englisch, 166 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 266 g
Reihe: Routledge Advances in Management and Business Studies
ISBN: 978-0-415-48807-5
Verlag: Routledge
This book unites discussions of the philosophical and scientific basis of tacit knowledge.
The authors give an overview of the theories of tacit knowledge and explain how these relate to a background of philosophical, neurological and pedagogic literature. The importance of tacit knowledge for evolutionary models of innovation is analyzed raising questions of how its new role in the processes of economic and social change is accelerated by market and technological pressures.
This book is an invaluable resource for postgraduate students and professionals working in and studying the fields of political economy, organizational theory and behaviour, organizational analysis and new technology management.
Zielgruppe
Postgraduate and Professional
Autoren/Hrsg.
Fachgebiete
- Sozialwissenschaften Politikwissenschaft Regierungspolitik Wirtschafts- und Finanzpolitik
- Wirtschaftswissenschaften Betriebswirtschaft Management Forschung & Entwicklung (F&E), Innovation
- Wirtschaftswissenschaften Volkswirtschaftslehre Wirtschaftspolitik, politische Ökonomie
- Wirtschaftswissenschaften Volkswirtschaftslehre Industrie- und Technologiepolitik
- Wirtschaftswissenschaften Volkswirtschaftslehre Volkswirtschaftslehre Allgemein
- Sozialwissenschaften Politikwissenschaft Regierungspolitik Kultur-, Wissenschafts- & Technologiepolitik
Weitere Infos & Material
1. Introduction: Why Tacit Knowledge? Why this book? 2. The Shaping of Michael Polanyi's Philosophy 3. Michael Polanyi’s Theory of Personal Knowledge 4. Implicit, Tacit and Explicit Components of Personal Knowledge 5. The Real and False Relevance of Economic Innovation 6. Tacit Knowledge in the New Economy 7. Tacit Knowledge, Cyberspace and New Imaging Techniques 8. Conclusion: The Interface of Innovation