Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation

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Overview

Why are some companies better at innovation than others? Drawing on the candid reflections of managers at leading technology-based companies such as Hewlett-Packard, Chaparral Steel, Microsoft, and Motorola, Wellsprings of Knowledge shows that the successful innovators are companies that build and manage knowledge effectively. The book reveals lessons for creating, nurturing, and growing the experience and accumulated knowledge of the organization into renewable assets and competitive advantage. Leonard-Barton illustrates the dimensions of the core capabilities along which all organizations must innovate: skills and knowledge base, physical systems, managerial systems, and values and norms of behavior. However, these
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Overview

Why are some companies better at innovation than others? Drawing on the candid reflections of managers at leading technology-based companies such as Hewlett-Packard, Chaparral Steel, Microsoft, and Motorola, Wellsprings of Knowledge shows that the successful innovators are companies that build and manage knowledge effectively. The book reveals lessons for creating, nurturing, and growing the experience and accumulated knowledge of the organization into renewable assets and competitive advantage. Leonard-Barton illustrates the dimensions of the core capabilities along which all organizations must innovate: skills and knowledge base, physical systems, managerial systems, and values and norms of behavior. However, these capabilities can function as "core rigidities" if not constantly assessed. Managers must design capabilities as evolving, organic reservoirs. Wellsprings of Knowledge will help managers understand the long-term, systemic, and people-based nature of technological advantage and inspire them to think constantly about the potential knowledge-building import of every technology-related decision they make.

Drawing on the candid reflections of managers at leading technology-based companies, this book shows that the successful innovators are companies that build and manage knowledge effectively. The book reveals lessons for creating, nurturing, and growing the experience and accumulated knowledge of the organization into renewable assets and competitive advantage.

Editorial Reviews

Booknews
Barton (business administration, Harvard Business School) reveals lessons for creating and developing the experience and accumulated knowledge of an organization into renewable assets and competitive advantage. Annotation c. Book News, Inc., Portland, OR (booknews.com)
David Rouse
Leonard-Barton, a professor of business administration at Harvard Business School, asks why some companies are better than others at successfully developing new products. To answer that question, she interviewed managers in various manufacturing industries who have been successful--and others who have not. The result is an understanding of the process of how better to manage a firm's "knowledge assets." Important is her discovery that a company's core competency can become a "core rigidity." Doing one thing well to the exclusion of anything else stifles creativity. Or, when the competitive environment changes, companies that continue only with what has worked in the past are often put at a disadvantage. She also examines four activities she found to be involved in the innovation process: integrated problem solving, implementation of new methodologies, experimentation, and the importing of know-how. "Wellsprings" is designed in part for use by academics in training managers, but its practical insights will be helpful to practitioners as well.

Product Details

  • ISBN-13: 9780875846125
  • Publisher: Harvard Business Review Press
  • Publication date: 9/28/1995
  • Pages: 352
  • Product dimensions: 6.43 (w) x 9.51 (h) x 1.19 (d)

Table of Contents

Preface
Introduction
1 Core Capabilities 3
2 Core Rigidities 29
3 Shared Problem Solving 59
4 Implementing and Integrating New Technical Processes and Tools 91
5 Experimenting and Prototyping 111
6 Importing and Absorbing Technological Knowledge from outside of the Firm 135
7 Learning from the Market 177
8 Transferring Product Development Capabilities into Developing Nations 215
9 Continuous Wellsprings 259
Notes 269
References 295
Index 321
About the Author 335

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