Tag: Knowledge

Industry, Science, Artistry: Toward a Generic Pattern for Innovation and Creation?

Cohendet et al. 2005. Industry, Science, Artistry: Toward a Generic Pattern for Innovation and Creation? IAMOT Proceedings. Literature and theoretical framework Knowledge platform Generic term for a specific architecture of knowledge that articulates dispersed pieces of specialised knowledge held by

Tagged with: , , , , , , , , , , , , , , , , , ,

Absorptive capacity: a new perspective on learning and innovation

Cohen, W. et D. Levinthal.  1990.  «Absorptive capacity: a new perspective on learning and innovation».  Administrative Science Quarterly, 35, p. 128-152. March and Simon (1958:188) suggested that most innovations result from borrowing rather than invention. The ability to evaluate and

Tagged with: , , , , , , , , , , , , ,

The new silver bullets of leadership: The importance of self- and shared leadership in knowledge work

Pearce, C. L., & Manz, C. C. (2005). The New Silver Bullets of Leadership: The Importance of Self- and Shared Leadership in Knowledge Work. Organizational Dynamics , 130-140. The need is especially important in the case of team-based knowledge work.

Tagged with: , , , , , , , , , , , , , , , , ,

Looking before you leap: Assessing the jump to teams in knowledge-based work

Cross, R. (2000). Looking before you leap: assessing the jump to teams in knowledge-based work. Business Horizons, 43 (5), 29-36. Knowledge is becoming more and more central to wealth, effective management practices can yield success more rapidly than at any

Tagged with: , , , , , , , , ,

Expert humans or expert organizations

Mueller, F., et R. Dyerson (1999).  «Expert human or expert organizations»?  Organization Studies, 20/2, p. 225-256. Introduction Organizational and human resources aspects play a significant role in the successful management of technology and its implementation within the firm. The flowering

Tagged with: , , , , , , , ,

The who, what and why of knowledge mapping

Wexler, M.  2001.  «The who, what and why of knowledge mapping».  Journal of Knowledge Management, Vol. 5, No 3, p. 249-263. The Knowledge Map (K-Map) is a guide, not a repository – Davenport and Prusak, 1998 The competitive advantage rests

Tagged with: , , , , , , , ,

The Role of Physical Representations in Knowledge Elicitation

Sparrow, J.  1998.  Knowledge in organizations.  London: Sage.  Chapitre 3: «The role of physical representations in knowledge elicitation», p. 51-78. The transfer of knowledge needs to be a communication process. Information science and social science perspectives We need to give

Tagged with: , , , , , , , , , , , , , , ,

The Balanced Scorecard as an Intellectual Technology

Edenius, M. and H. Hasselbladh. 2002. The Balanced Scorecard as an Intellectual Technology. Organization. Volume 9 (2): 249-273. How the BSC partakes in shaping the world it is intended to reflect. The BSC: Naturalizes alledged cognitive limitations among manager Induces

Tagged with: , , , , , , , , , ,

Research directions for knowledge management

Teece, David.  1998.  «Research directions for knowledge management». California Management Review, spring, p. 289-292. Research directions Assemble evidence to test the proposition that firm-level competitive advantage in open economies flows fundamentally from difficult to replicate knowledge assets Industries exposed to

Tagged with: , , , , , , , , , ,

Defining knowledge management activities: towards consensus

Lisa G.A. Beesley, Chris Cooper, 2008, Defining knowledge management (KM) activities: towards consensus, Journal of Knowledge Management, Vol.12, Issue: 3, pp. 48-62 Knowledge is a fundamental antecedent to innovation. Polanyi suggested the tacit (implicit)/explicit dichotomy: Tacit: knowledge that is intensely

Tagged with: , , , , , , , , , , , , , , ,
Top