ABSTRACT
Our analysis so far has emphasised the degree to which knowledge and learning are socially and contextually constructed so that American Football (Chapter 9) and the British automobile sectors (Chapter 10) are contingently and dynamically specific outcomes. By contrast the intra-firm, resource based strategic approach (Chapter 11) has situated knowledge and Penrosian learning as key ingredients of successful corporate performance very largely within the firm. There are some problems to be examined. These centre around the notions of control, situatedness and dynamics: the problems of knowledge in action. This chapter1 presumes the dynamic, contingent recursivness of organisational repertoires and their activation (Chapter 12) and leads into organisation transitions and innovation-design (Chapter 14).
