Knowledge differs markedly from information and data. At rock bottom, knowledge is socially constructed in discourse communities. Because knowledge is not synonymous with…
Abstract
Knowledge differs markedly from information and data. At rock bottom, knowledge is socially constructed in discourse communities. Because knowledge is not synonymous with information, IT cannot deliver knowledge management. Since there will always be uncodified or uncodifiable knowledge content and contexts – given the social nature of knowledge – several barriers to the creation and utilization of knowledge exist. The task of knowledge management is to identify such barriers and to overcome them.
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Globalization and digitization with connectivity are fast transforming fundamental business assumptions. These two forces – more aggressive global competition and accelerating…
Abstract
Globalization and digitization with connectivity are fast transforming fundamental business assumptions. These two forces – more aggressive global competition and accelerating technological change, especially in information communication and Internet technologies – translate into competition that is increasingly knowledge‐based. This increasingly knowledge‐based nature of competition is driving change in how supply chains are being managed within and across firms. It also signals a demographic shift in the workforce to knowledge work whose mobile exponents demand a different type of work environment and executive leadership. There are also heightened demands from more knowledgeable customers. To manage in the knowledge economy characterized by diversity, complexity and ambiguity, firms must therefore harness the competencies of workers, suppliers and customers.
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This paper argues that social contexts and social capital enable knowledge integration; that different social contexts combined with different types of social capital enable…
Abstract
This paper argues that social contexts and social capital enable knowledge integration; that different social contexts combined with different types of social capital enable different types of knowledge integration. Four types of social contexts are distinguished based on the extent of social embeddedness and closeness of interorganizational coupling; four types of social capital are also described. Based on the diversity of knowledge streams, the extent of tacitness of knowledge to be exchanged, and value created through such exchanges, four modes of knowledge integration are identified, namely frontier, incremental, combinative, and instrumental. This paper provides new insights about the processes of interorganizational transfer of knowledge: the unique combination of a specific social context with a specific type of social capital means firms can achieve equally effective yet highly differentiated approaches to different modes of knowledge integration.
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This article reviews emergent global trends in intellectual property protection and identifies patenting as a strategic initiative. Recent developments in software and…
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This article reviews emergent global trends in intellectual property protection and identifies patenting as a strategic initiative. Recent developments in software and method‐of‐doing‐business patenting are fast transforming the e‐business landscape. The article discusses the emergent global regulatory framework concerning intellectual property rights and the strategic value of patenting. Important features of a corporate patenting portfolio are described.