This book challenges much of the rhetoric about the role of knowledge in business. Although top managers hail knowledge and learning as the source of their competitive edge, the rich empirical studies presented in the book question this top-down perspective. By exploring the role of knowledge across the whole value chain of business activities from the academics in the business school to the owner-managers of the small local firm, the book finds that knowledge is not an easily managed resource. Since it emerges from the way people interact, it is noteasily moved or changed even as business pressures change. The detailed empirical studies contained in this book have been undertaken by some of the UK's leading management researchers. They range from knowledge producing institutions such as business schools and the scientific professions, through intermediaries such as consultants and lobby group to theapplication of knowledge by firms, large and small, across a variety of industrial sectors. Their findings challenge many of the naive assumptions behind Knowledge Management and similar initiatives. While top managers and policy-makers applaud its crucial importance, these characteristics mean thatin practice the knowledge-base of the firm is too easily neglected by managers who are more concerned with the day-to-day pressures of business life .