"Organizational learning" is currently a subject of intense debate
in the study of corporate dynamics. But how can such a concept be
used effectively without a thorough understanding of the way in
which organizations produce and distribute knowledge? An in-depth
analysis of expert system projects afforded a choice opportunity
for studying such questions. Drawing on four case studies, the
authors identify and explore the dynamics of three basic types of
expertise. They simultaneously reveal the crisis in expertise
experienced by firms facing the demands of product variety and
innovation. In such industrial contexts, organizational and
managerial theories clearly have to include new approaches,
presented here, which focus on the dynamics of expertise.
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