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Just as a reminder, you should note the Volume and Issue Number of the articles you are interested in before entering the database, as there is no search facility for the Journals of the Week - only browse facilities issue by issue are provided for the free download. Knowledge flows in innovation networks: a comparative analysis of Japanese and US high-technology firms Elsie L. Echeverri-Carroll Journal of Knowledge Management; 03: 4 1999; pp. 296-303 , The Japanese firm and the "traditional" US firm have different inter-firm knowledge systems; in particular, Japanese firms tend to exchange information more frequently with their main suppliers, customers and other kinds of organizations (i.e. non-profit organizations). As a result, they tend to develop new products and processes faster than the "traditional" US firm. Shows that non-Japanese high-technology firms that adopt Japanese-style networks tend also to develop new products and processes faster than their competitors.
Keywords:: High technology, Innovation, Japan, Competitiveness
From learning organisation to knowledge entrepreneur Establishes the clear link between learning and knowledge, and proposes a simple model, which makes this relationship explicit. A range of definitions of the learning organisation are drawn from the literature. Much of this literature makes little reference to that which is being learned although those authors who have introduced the concepts of the learning laboratory, the knowledge creating organisation and the knowing organisation acknowledge the significance of knowledge in organisational development and learning. Other perspectives on the organisational processes associated with knowledge come from the recent literature on knowledge management. It is argued that indiscriminate knowledge creation will not lead to organisational learning, and that knowledge is not something that can be viewed as a neutral tool in the learning process. A number of characteristics of knowledge need to be recognised, and accommodated in learning processes and knowledge management. Finally, the concept of a knowledge entrepreneur is proposed.
Keywords:: Learning organizations, Knowledge workers, Knowledge management, Entrepreneurs
Organizing knowledge in the knowledge development cycle The main aim of the paper is to examine some of the strategies that can be matched to increase the effectiveness of the knowledge development cycle. In manufacturing and operational works, the effectiveness of different organizing strategies to enhance the quality of manufacturing processes and products is well established. In knowledge works, however, we lack such frameworks. Unlike manufacturing and operational processes, knowledge development processes are often chaotic, unstructured, and unsystematic, resulting in intangible products. Therefore, the principles of manufacturing strategies cannot be applied in the knowledge development cycle. In knowledge works, organizing strategies should be defined and initiated based on knowledge development phases (e.g. knowledge creation, knowledge adoption, knowledge distribution, and knowledge review and revision). Each phase, in the knowledge development cycle, needs to be evaluated in context of its characteristics on repetition, standardization, reliability, and specifications.
Keywords:: Knowledge management, Knowledge creation, Development
Get knetted: network behaviour in the new economy Knowledge networks, knets, will be the predominant form for successful companies in the twenty-first century. The enabler for knets is network behaviour. This is a focus on social wiring that is necessary to unleash the collective intelligence from connected, multiple nodes. This paper provides a first view of network behaviour. The results are based on the responses to a web-based network quiz from more than 130 people in various organisations across the world. It shows that people believe in network behaviour but appear to be encumbered by current organisational forms. The risk for those who cannot develop network behaviour is isolation, caused by the even deeper social fragmentation created by unilateral technological progress.
Keywords:: Networks, Organization, Technological change, Economy
Knowledge management: the new challenge for the 21st century This paper defines the newly emerging concept of knowledge management. The topics presented include: principles and practices of knowledge management, organization, distribution, dissemination, collaboration and refinement of information, and the effect on productivity and quality in business today. The technical applications and tools currently utilized within this discipline are also discussed. Case studies are included on the following firms: Teltech, Ernst & Young, Microsoft, and Hewlett Packard. These are analyzed to determine the effect knowledge management practices have on quality improvement and increased productivity. The authors have included a recommended strategy for implementation of knowledge management "best practices". Finally, conclusions are drawn regarding the strategic direction of this new discipline and its effect on competition, productivity and quality for the business of tomorrow.
Keywords:: Knowledge management, Information technology, Case studies, Implementation
Organizational innovation and virtual institutes The world has entered the Knowledge Age. Numerous events provide evidence that traditional organizational systems are finding it difficult to maintain their competitiveness in this unpredictable world. The "organization" itself has become the most important factor of competition.Organizational revolution is the first item on the agenda. This paper examines traditional Chinese research organizations and concludes that organizational innovation is a precondition for creation and innovation. The author discusses a new type of reserach organization - the virtual institute (VI), its background and significance. The author also looks at the organizational change in China and offers examples of VIs both in the USA and in China. The experiences of implementing VIs in China indicate that the VI is an inevitable trend for the future. Finally, the author discusses the outlook and challenges of VI.
Keywords:: China, Innovation, Organization, Virtual institute
What future knowledge management users may expect Globalization has placed businesses everywhere in new and different competitive situations where knowledgeable, effective behavior has come to provide the competitive edge. Enterprises have turned to explicit and systematic knowledge management (KM) to develop the intellectual capital needed to succeed. Further developments are expected to provide considerable benefits resulting from changes in the workplace and in management and operational practices. Changes will partly come from information technology and artificial intelligence developments. However, more important changes are expected in people-centric practices to build, apply, and deploy knowledge and understanding for support of innovative and effective knowledge-intensive work. Much remains to be done. Next generation KM methods will still be crude. Our understanding of knowledge and how people use it to work has a long way to go. We need a"theory of knowledge" and perhaps a new theory of the firm to create a solid foundation for future KM. Still, users can expect significant benefits from KM as it develops over the next decades.
Keywords:: Intellectual capital, Knowledge management, Organizational learning, Teamwork
Blueprint for 21st Century Innovation Management This paper argues that the foundation for a new economic order has been laid. It is one that rests on the value of human potential and how it might be systematically leveraged for the benefit of mankind. The challenge is to determine the integral linkage between human potential and economic performance. This will be accomplished by creating a worldwide innovation vision and culture, supported by innovation tools, techniques and metrics.
Keywords:: Innovation Culture, Intellectual Capital, Knowledge Economy, Strategic Business Network From information technology to knowledge technology: taking the user into consideration This paper focuses on the famous productivity paradox - despite widespread investments in information technologies, very few of them can be shown to positively impact the productivity statistics. The authors argue that the way out of the productivity paradox is to transition out of traditional investments in information processing technologies, offering diminishing returns, to investments in knowledge technologies, offering increasing returns. They argue that such a shift, in order to be effective, must be built with a core focus on meeting the users' needs in knowledge work. Topics reviewed include knowledge retrieval, including knowledge servers and their architecture; knowledge capture; and knowledge navigation and discovery. The paper concludes with an assessment of emerging knowledge technologies.
Keywords:: Knowledge capture, Knowledge navigation, Knowledge retrieval, Knowledge servers
Brand Knowledge Management: Growing Brand Equity The concept of Brand Knowledge Management looks to move brand-led organizations from content to process and from data to tacit knowledge. This paper proposes a manifesto for brand marketing that re-focuses its activities and challenges the roles, structures and behaviour of its management. Above all, it provides a new framework for developing, exploiting and managing brand knowledge.
Keywords:: Brand Knowledge Management, Intellectual Capital, Marketing, Tacit Knowledge As always we have only skimmed the surface of relevant articles this week and only those that are particularly relevant for Asia-Pacific managers. Many other articles are available as well including those focusing on other countries and international perspectives.
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