The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Journal Article

Knowledge Sharing Practices: Analysis of a Global Scandinavian Consulting Company  pp109-116

Aurelie Arntzen Bechina, Thommy Bommen

© May 2007 Volume 4 Issue 2, ICICKM 2005, Editor: Charles Despres, pp91 - 216

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Abstract

In a knowledge economy landscape, successful global consulting firms are the ones putting focus on effectively and efficiently organising and managing the highly distributed diversified knowledge in the organisation. In order to sustain their competitive advantage, knowledge‑companies need to harness knowledge and to analyse knowledge sharing mechanisms and learning in the whole organisation. Knowledge sharing in global firms is a not only a cross‑department process but it should also take place within the same department. It is well recognised that the knowledge sharing mechanism is a highly complex process to put in place and to promote in the organisation. The primary goal of our research is to empirically investigate knowledge sharing and learning mechanisms within a global consulting company. The phenomenology discipline has guided our research methodology because it is the most appropriate approach for coping with the social complexity of management and business. Our research approach intends to make social sense from the knowledge sharing practices and observations conducted in order to understand how and what is shared.

 

Keywords: Knowledge sharing, learning organisation, phenomenology, information communication technology, culture, empirical knowledge sharing investigation

 

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Journal Article

The Gatekeepers' Intervention in Innovation and Technological Transfer  pp63-76

Deogratias Harorimana

© Apr 2009 Volume 7 Issue 1, ECKM 2008, Editor: Roy Williams, pp1 - 198

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Abstract

This work discusses how knowledge gatekeepers' intervention in the process of innovations and technology transfer was developed and applied in the manufacturing, financial and R&D firms in Rwanda and Uganda. The study was based on 150 questionnaires distributed, and used to collect empirical data. Furthermore, 25 interviews were conducted within ten organizations and fifteen well known opinion leaders and recognised experts in the fields concerned by this study. In an examination of the role of gatekeeper of knowledge in knowledge transfer processes the study has found that knowledge gatekeepers maybe individual, a firm, or a department within an organization. Furthermore, individuals working as knowledge gatekeepers must adapt to the recipient culture and knowledge sharing practice if they are to effect change. For technological innovations and knowledge transfer, the study found that the role of gatekeepers can be a multidimensional one, ranging from being trust and relationship builders, ambassadors within and from originating firms to receiving firms, and flag bearers. On the basis of the evidences obtained, the study has found no evidence to suggest that, in a gatekeeper's intervention within the knowledge creation process, there are no evidences that, in case of a firm acting as a knowledge gatekeeper, may necessarily develop asymmetries as well as put in place destructive mechanisms to restrain potential competitors within the sector from developing similar products or that they would necessarily incorporate innovative SMEs in their network who may provide related products to the leading firm.

 

Keywords: knowledge gatekeeper, innovation, leading firms, knowledge creation, knowledge sharing, culture, Rwanda, Uganda

 

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Journal Article

The Role of Multinational Corporations (MNC's) in Developing R&D in Thailand: the Knowledge Flow Between MNC's and University  pp171-180

Lugkana Worasinchai, Aurilla Aurelie Arntzen Bechina

© Jan 2010 Volume 8 Issue 1, Editor: Ettore Bolisani, Enrico Scarso, pp1 - 180

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Abstract

During the last decade, the Thai government has recognized that Thailand needs to move toward an economy not only based on the cheapness of labour but also based on its intellectual capital and innovation capability. Therefore, the country has set up initiatives and specific policy to attract multinational corporations that could contribute to raise the research and development capacity of the country. Several studies have been undertaken to evaluate the role that Multinational corporations could play in knowledge creation, technology diffusion and development of potential R&D within South East Asia. Amongst the several approaches investigating the factors fostering Innovation in developing countries, one strategy would be to strength the Universities‑Industries (UI) relationship. The success and failure of the University‑Industry linkage has been widely discussed, but there is still a need to understand the dimensions impacting on the willingness of multinational corporations to share knowledge with Thai Universities. This paper discusses the balance of factors (industrial characteristics, firm characteristics and business models) that can play a substantial role in enhancing the knowledge sharing mechanisms.

 

Keywords: knowledge sharing, triple helix, Information communication technology, culture, empirical knowledge sharing investigation

 

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Journal Article

Is Tacit Knowledge Really Tacit?  pp307-318

Anu Puusa, Mari Eerikäinen

© Nov 2010 Volume 8 Issue 3, Editor: David O'Donnell, pp267 - 344

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Abstract

The aim of this article is to increase understanding of tacit knowledge as a phenomenon and also, to specify and understand tacit knowledge of an expert in a given context. In the discourse of organizational behavior, the use of the concept of tacit knowledge and empirical scientific research on it has become more popular only in the 1990s. The strong increase in expert work and knowledge‑intensive fields make examining the topic timely and both theoretically and practically interesting. The most significant theoretical contribution of the study is the increase in understanding, as well as, the creation of new knowledge of the contents and the nature of tacit knowledge. Based on our study, it seems that the current division of knowledge to explicit and tacit is not sufficient to describe the phenomenon. It has been proposed that explicit knowledge is visible and “articulated” knowledge that can easily be transferred and codified, e.g., through speech, documents and various information management systems. Implicit knowledge, on the other hand, is “silent”, hidden and non‑verbal knowledge that is difficult or even impossible to transfer and express verbally. We propose that tacit knowledge comprises different components, some of which can be articulated and made explicit. Examples of such are individual’s or organizations accustomed lines of action that are based on explicit instructions. On the other hand, individual‑specific tacit knowledge that includes feelings, emotions and intuition, individual’s intuitive behaviour or personal relationships, can be considered as “the genuine tacit knowledge” in the sense that it cannot be made visible or transferred. These findings suggest that the interconnectedness of explicit and tacit knowledge ought to be examined further.

 

Keywords: tacit knowledge, nature of tacit knowledge, components of tacit knowledge, explicit knowledge, organizational culture, case study

 

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Journal Article

Culture and Trust in Fostering Knowledge‑Sharing  pp328-339

Christine Tan Nya Ling

© Dec 2011 Volume 9 Issue 4, Editor: Geoff Turner, pp297 - 364

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Abstract

In this competitive age, knowledge is continuously being identified by both scholars and practitioners as the most competitive asset. Numerous organisations in todays knowledge‑intensive economy are keen not only to determine knowledge‑sharing but to als

 

Keywords: knowledge-sharing, trust, culture, sociability, solidarity, benevolence, competence, networked, communal, fragmented, mercenary

 

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Journal Article

The Global Knowledge Management Framework: Towards a Theory for Knowledge Management in Globally Distributed Settings  pp93-109

Jan Pawlowski, Markus Bick

© Jan 2012 Volume 10 Issue 1, ECKM 2011, Editor: Franz Lehner, pp1 - 109

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Abstract

Our paper introduces the Global Knowledge Management Framework (GKMF) which describes components and influence factors of knowledge management in globally distributed settings. The framework identifies the key aspects when designing knowledge management p

 

Keywords: global knowledge management, internationalization, global knowledge management framework, knowledge management processes, culture, knowledge management theory, process management

 

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Journal Article

Trust Building in a virtual context: Case Study of a community of Practice  pp212-222

Cindy Eggs

© Jul 2012 Volume 10 Issue 3, ECIC 2012, Editor: John Dumay, pp208 - 278

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Abstract

The Research Management Unit of Swiss Distance University for Applied Sciences (Fernfachhochschule Schweiz … FFHS) has experienced trust building processes in virtual environment amongst others in their work with Community of Practice (CoP). The estab lishment of CoPs has become their core business, that means that they have have planned and implemented such kind of learning communities for international companies and for university groups. According to the author, CoPs are perceived as laboratory for creating intellectual capital for which trust building is a pre‑conditioned success factor. To identify trust building methods in a research environment in particular and in CoPs in general, using new technologies is the main aim in this paper. So, the br oad subject CoP and intellectual capitalŽ will be constricted and the focus put on trust. A special focus is put on the virtuality element which has become very important with the raise of social media platforms in the business world. Following questions will be addressed in the paper: How is trust defined in a virtual environment, especially among researchers? How can you build trust in a CoP? How can the community leader influence this trust building? What is the role of different group members? Which influence does a deep organizational trust have on the success of a community? To answer this question, foremost a theoretical analyses model for trust and its processes will be developed based on the three domains of intellectual capital which most auth ors have identified for the division of intellectual capital: human capital, structural capital and relationship capital. To cope with the technical dimension of virtuality, a new approach to the intellectual capital domains is elaborated. In the first pl ace, at the level of human capital, the author describes personal characteristics and competencies (knowledge management skills) which enable trust building. Secondly, the level of structural capital focuses on technical aspect of the community and acti vities which foster trust building. Last but not least, the relationship level studies the trust building process linked to different roles and a new collaborative culture. As a case study for this paper, serves the community of researchers at the FFHS wh ich collaborate through a virtual platform called eDolphin. The researchers, working for a future‑oriented institution and eUniversity, come from different disciplines and promote an eLearning and eCollaboration approach in team activities and project man agement. The findings of the theoretical approach lead to its adaptation to the practical example of eDolphin. How was trust build in this case? What are the lessons learned which we identified during this community building process. Last but not least, some theories and findings concerning community building on social media platforms are described.

 

Keywords: eCollaboration, Social Media, Communities of Practice, intellectual capital, trust building, new collaborative culture.

 

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Journal Article

Intellectual Capital, trust, cultural traits and reputation in the Romanian education system  pp223-235

Marta-Christina Suciu, Luciana Picioruş, Cosmin Ionuţ Imbrişcă

© Jul 2012 Volume 10 Issue 3, ECIC 2012, Editor: John Dumay, pp208 - 278

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Abstract

The contemporary approach to the concept of intellectual capital has transformed. The three components (human, relational and organizational capital) are not enough to reflect reality, as the static perspective was replaced by an integrative vision: i ntangible resources, actions and process that contribute to sustainable competitive advantage. However, this theoretical division provides solid ground for explaining the close bond between trust, cultural identity and cooperation, soft concepts, and in tellectual capital in knowledge‑based organizations. Therefore, we consider it is of high interest to identify the nature of the relational and organizational capital, and trust association. Is it first trust and then the two intellectual capital componen ts, or the other way around? Also, we can take one step further and consider the intellectual capital formation process and architectural scheme behind it. This paper aims firstly at offering a theoretical framework for the liaisons between the concepts p reviously mentioned and intellectual capital, underlying specific characteristics for the Romanian educational system, especially for tertiary /higher education. The second objective is to provide new research directions, comparing the findings with situa tions of other cultures, like Japan and USA. The research methodology comprises a thorough literature review of scientific studies and of the 2011 National Romanian Education Law. It focuses on the changes and challenges for the intellectual capital forma tion phase. Also, it involves an empirical investigation of an evaluation of the current intellectual capital formation route. The research instrument is a questionnaire, collecting information for both quantitative and qualitative research purposes. The findings of this paper seek to identify the structure and dynamics of the intellectual capital formation process in the Romanian higher education system. As well, we hope to lead to concrete solutions for improving general dynamics, and acknowledgment of trust, cooperation and cultural aspects as corner stones in education intellectual capital formation area.

 

Keywords: Intellectual Capital, trust, cooperation, education, organizational culture, human capital, sustainable competitive advantage.

 

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