Relationship between Knowledge Management Technologies and Learning Actions of Global Organizations

2005 ◽  
pp. 118-133 ◽  
Author(s):  
Juan Pablo Giraldo
Keyword(s):  
Knowledge Management ◽  
Global Organizations

Cross-Cultural Competences in the New Economy

2012 ◽  
pp. 238-256 ◽  
Author(s):  
Irene Martin-Rubio ◽  
Drew Rodgers ◽  
Erik Døving
Keyword(s):  
Knowledge Management ◽  
Information Processing ◽  
Experiential Learning ◽  
Cultural Knowledge ◽  
Cross Cultural ◽  
Cultural Learning ◽  
Experiential Learning Theory ◽  
Global Organizations ◽  
Different Cultures ◽  
Kolb's Experiential Learning Theory

Cross-cultural knowledge management in the e-environment results from interactions with others from different cultures that require new understanding and interpretations. The authors find that few studies have been conducted to address the objective of identifying the competences that are needed to promote learning and information processing in the 21st century. The authors’ primary goal is to identify competences that will promote learning and information processing in global organizations. The chapter outlines a taxonomy of competences necessary for cross-cultural learning in the global e-environment based on Kolb’s Experiential Learning Theory.

Knowledge Management of E-Business Initiatives Within Two Global Organizations

2008 ◽  
pp. 1780-1794 ◽  
Author(s):  
Mahesh S. Raisinghani
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Case Studies ◽  
Business Strategy ◽  
Global Organizations ◽  
Critical Part ◽  
Global Corporations ◽  
Business To Consumer ◽  
The Subject ◽  
Business To Business

The concept of Knowledge Management concerns the creation of structures that combine the most advanced elements of technological resources and the indispensable input of human response and decision making. This chapter addresses a very interesting topic—Knowledge Management (KM) and e-business initiatives within global organizations. It compares and contrasts the experiences of two global corporations as they have conceived and implemented KM initiatives. After in-depth secondary research on the subject, both companies developed their own KM in e-business strategy. The two case studies discussed in this chapter highlight Business-to-Business (B2B), Business-to-Consumer (B2C), and Business-to-Employee (B2E) initiatives at these two global organizations. This provides concepts and viewpoints related to the drivers of KM, the hurdles to KM in an organization, the elements of KM philosophy and process, how KM can come to be understood as a critical part of a company’s competitive strategy, and how to deploy a sustainable KM system that suits the business needs of an organization.

Knowledge Management of E-Business Initiatives Within Two Global Organizations

2011 ◽  
pp. 115-143
Author(s):  
Mahesh S. Raisinghani ◽  
Pegi Proffit ◽  
Jonathan Barham ◽  
Michael McCurdy
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Case Studies ◽  
Business Strategy ◽  
Global Organizations ◽  
Critical Part ◽  
Global Corporations ◽  
Business To Consumer ◽  
The Subject ◽  
Business To Business

The concept of Knowledge Management concerns the creation of structures that combine the most advanced elements of technological resources and the indispensable input of human response and decision making. This chapter addresses a very interesting topic—Knowledge Management (KM) and e-business initiatives within global organizations. It compares and contrasts the experiences of two global corporations as they have conceived and implemented KM initiatives. After in-depth secondary research on the subject, both companies developed their own KM in e-business strategy. The two case studies discussed in this chapter highlight Business-to-Business (B2B), Business-to-Consumer (B2C), and Business-to-Employee (B2E) initiatives at these two global organizations. This provides concepts and viewpoints related to the drivers of KM, the hurdles to KM in an organization, the elements of KM philosophy and process, how KM can come to be understood as a critical part of a company’s competitive strategy, and how to deploy a sustainable KM system that suits the business needs of an organization.

Cross-Cultural Competences in the New Economy

2014 ◽  
pp. 495-513
Author(s):  
Irene Martin-Rubio ◽  
Drew Rodgers ◽  
Erik Døving
Keyword(s):  
Knowledge Management ◽  
Information Processing ◽  
Experiential Learning ◽  
Cultural Knowledge ◽  
Cross Cultural ◽  
Cultural Learning ◽  
Experiential Learning Theory ◽  
Global Organizations ◽  
Different Cultures ◽  
Kolb's Experiential Learning Theory

Cross-cultural knowledge management in the e-environment results from interactions with others from different cultures that require new understanding and interpretations. The authors find that few studies have been conducted to address the objective of identifying the competences that are needed to promote learning and information processing in the 21st century. The authors’ primary goal is to identify competences that will promote learning and information processing in global organizations. The chapter outlines a taxonomy of competences necessary for cross-cultural learning in the global e-environment based on Kolb’s Experiential Learning Theory.

Technology Transfer and Organizational Knowledge Management

2017 ◽  
Author(s):  
Rabi S. Bhagat
Keyword(s):  
Knowledge Management ◽  
Technology Transfer ◽  
Organizational Knowledge ◽  
Global Scale ◽  
Global Organizations ◽  
Major Topic ◽  
Innovative Technologies ◽  
Global Competitiveness

To remain competitive on a global scale, global organizations must transfer innovative technologies among various subsidiaries on an ongoing basis. Transferring technologies across nations and borders is complicated. Technologies come in various forms—some can be transferred relatively easily, others take years to transfer. The nature of various types of technologies along with the barriers to their transfer across nations is discussed. The process of creating, absorbing, diffusing, and transferring technologies to various subsidiaries needs to be understood. This chapter considers this topic in detail and moves on to the issue of organizational knowledge management, which has evolved as a major topic in enhancing global competitiveness. The dimensions of organizational knowledge that are important for global managers are discussed, and the various modes of creating and diffusing knowledge are also presented. The implications for managing organizational knowledge and transferring technologies effectively on a worldwide basis are discussed.

Optimizing the Functionality of Teams with Dispersed Individuals an Exploration into the Conditions for Effective Knowledge Management Applications in Virtual Teams

2007 ◽  
Vol 51 (27) ◽  
pp. 1650-1654
Author(s):  
Joy Oguntebi
Keyword(s):  
Knowledge Management ◽  
Virtual Teams ◽  
Memory Systems ◽  
Transactive Memory ◽  
Influential Factors ◽  
Virtual Organizations ◽  
Technological Environment ◽  
Global Organizations ◽  
Number Of Factors ◽  
Organizational Work

As the technological environment is constantly changing and becoming more global, organizations must continue to find ways to compete advantageously. Teams are increasingly being used as a mechanism for accomplishing organizational work yet researchers are still exploring what leads to the ability to learn as an organization or to exhibit effective knowledge management. A parallel trend is the dispersion of organizations globally and the set of virtual teams and even virtual organizations operating in different places and times. One body of research that may help in understanding how to improve the functioning of virtual teams focuses on Transactive Memory Systems (TMSs). Prior studies have indicated that TMS emergence leads to improved team performance. Therefore, the present research explores and analyzes the roles that influential factors play in TMS emergence and maintenance in virtual teams. Specifically, a number of factors will be investigated with a goal of identifying how best to utilize findings to assemble virtual teams.

The knowledge loop, a knowledge management tool for academic teaching

2008 ◽  
Author(s):  
Elfriede M. Ederer-Fick ◽  
Anita Giener ◽  
Helga Kittl-Satran ◽  
Brigitte Schachner
Keyword(s):  
Knowledge Management ◽  
Management Tool ◽  
Academic Teaching
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