Knowledge management is crucial to organizational learning, innovation and success within organizations. This second edition of the successful knowledge management reader provides a core source of key theoretical thinkers in the field and presents the most up-to-date leading-edge articles that explore emerging trends. Preface vii Acknowledgements ix Making Sense of Managing Knowledge 1(20) Tim Ray PART I: KEY CONCEPTS 21(134) SECI, Ba and Leadership: A Unified Model of Dynamic Knowledge Creation 23(28) I. Nonaka R. Toyama N. Konno Bridging Epistemologies: The Generative Dance between Organizational Knowledge and Organizational Knowing 51(34) S.D.N. Cook J.S Brown What is Organizational Knowledge? 85(22) Haridimos Tsoukas Efi Vladimirou Do We Really Understand Tacit Knowledge? 107(20) Haridimos Tsoukas An Overview: What's New and Important about Knowledge Management? Building New Bridges between Managers and Academics 127(28) J.-C. Spender PART II: KNOWING IN PRACTICE 155(162) Deep Smarts 157(14) Dorothy Leonard Walter Swap Organizational and Occupational Commitment: Knowledge Workers in Large Corporations 171(28) May Yeuk-Mui Tam Marek Korczynski Stephen J. Frenkel Human Resource Policies for Knowledge Work 199(22) John Storey Knowledge Management Initiatives: Learning from Failure 221(18) John Storey Elizabeth Barnett IC Valuation and Measurement: Classifying the State of the Art 239(16) Daniel Andriessen Managing Knowledge and Innovation Across Boundaries 255(18) Paul Quintas The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development 273(26) David P. Lepak Scott A. Snell HR's Role in Building Relationship Networks 299(18) Mark L. Lengnick-Hall Cynthia A. Lengnick-Hall PART III: REVISING THE AGENDA 317(32) Tacit Knowing, Communication and Power: Lessons from Japan? 319(30) Tim Ray Stewart Clegg Index 349