Managing Know-Who Based Companies: A Multinetworked Approach to Knowledge and Innovation Management

Dr Harryson develops the principle of 'know-who' - first propounded and practised by Japanese companies but now increasingly championed by multinationals. Case studies are used from companies such as Kodak, Ericsson, IBM and Philips to highlight the networking patterns deployed by these companies and to ultimately confirm or deny the relevance of 'know-who' management. The book explains why, in a world where knowledge and intellectual value is widely acknowledged as crucial, companies can a...