The emphasis in this work is on memory in organizations, organizational improvisation, strategies of learning, the nuances of learning and integrating strategy and organizational learning. The volume includes a chapter on social learning and transaction cost economics.

The study of management and organization has transitioned from approaches to deal with steady state management, to approaches that can cope with unknown or unknowable futures. The strategy field has has moved from business policy, through strategic planning, onto strategic management and now grapples with dynamic contexts as the new normal. In that trend the field has seen a broad movement in research interests in corporate and competitive strategies towards an emphasis on the manager's strategic role. Through this shift, strategy has moved from a concept of something organizations have towards something that managers do. This has happened while traditional boundaries of industries have become permeable and even melted away. Managers tasked with doing strategy have lost not just the certainty of a goal-oriented future, but also the certainty of understanding their current position. Decision-making tools have now moved from answer generators to scenario builders. When decisions can rely less on evidence and certainty, it is managers that take up the slack and fill the void. This book focuses on the challenge of making strategic decisions in conditions of uncertainty.

The authors advance a new theory of the firm that incorporates behavioural and economic theories with cognitive theory. The book makes a case for predicting strategic change in firms.

It is easy to be paralyzed by the possibilities and responsibilities of academic work or distracted into one fascinating alley after another without cumulative insight. Even when well underway too many scholars sink into necessary details and do not complete the less inviting tasks that are required to engage the attention of others.

Designing Scholarly Research addresses efforts to avoid these and other pitfalls. It is written especially for those early in their careers who must quickly master the basic mechanics of research and publication if they are to succeed as academics, and for those who try to assist them.

It is easy to be paralyzed by the possibilities and responsibilities of academic work or distracted into one fascinating alley after another without cumulative insight. Even when well underway too many scholars sink into necessary details and do not complete the less inviting tasks that are required to engage the attention of others.

Designing Scholarly Research addresses efforts to avoid these and other pitfalls. It is written especially for those early in their careers who must quickly master the basic mechanics of research and publication if they are to succeed as academics, and for those who try to assist them.

This book outlines a number of different tools for mapping strategic knowledge, and thus making knowledge more accessible. Anne Sigismund Huff and Mark Jenkins have brought leading academics together in this work:

- to provide informed analysis and theory

- to illustrate the contribution of knowledge mapping to central issues in strategy and organization theory

- to consider the contribution of these studies to management practice

- to address practical theoretic and methodological limitations of these tools, including several software tools now available to facilitate mapping.

Each section of the book provides a table which charts the chapters' main contents, key findings and implications for knowledge management. An annotated bibliography is provided at the end of the book as a resource for readers who may wish to become more familiar with relevant and existing literature in this area.

Mapping Strategic Knowledge is relevant to those interested in knowledge management, primarily academics and consultants in the area of strategic management, but also academics in the area of organization theory.