Knowledge Infrastructure

Regional Development ◽

10.4018/978-1-4666-0882-5.ch803 ◽

2012 ◽

pp. 1476-1491

Author(s):

Sujeeva Setunge ◽

Arun Kumar

Keyword(s):

Socioeconomic Development ◽

Research Training ◽

Critical Issue ◽

Endogenous Development ◽

Knowledge Assets ◽

Technology Knowledge ◽

Knowledge Based ◽

Knowledge Infrastructure ◽

Infrastructure Provision ◽

Innovation And Technology

Urban infrastructure along the hard forms such as roads, electricity, water and sewers also includes the soft forms such as research, training, innovation and technology. Knowledge and creativity are keys to soft infrastructure and socioeconomic development. Many city administrations around the world adjust their endogenous development strategies increasingly by investing in soft infrastructure and aiming for a knowledge-based development. At this point, the mapping and management of knowledge assets of cities has become a critical issue for promoting creative urban regions. The chapter scrutinizes the relations between knowledge assets and urban infrastructures and examines the management models to improve soft infrastructure provision.

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Role of innovations and knowledge – infrastructure and institutions

Applied Studies in Agribusiness and Commerce ◽

10.19041/apstract/2010/3-4/1 ◽

2010 ◽

Vol 4 (3-4) ◽

pp. 7-10

Author(s):

András Nábrádi

Keyword(s):

National Income ◽

Knowledge Generation ◽

Knowledge Based ◽

Knowledge Infrastructure ◽

Knowledge Based Economy ◽

Long Run ◽

European Institute ◽

Innovation And Technology ◽

Capital Development

There is a well known saying: Research converts money into knowledge, innovation converts knowledge into money. The knowledge-based economy has four pillars: innovation, education, the economic and institutional regime, and information infrastructure. Transformation towards a knowledge-based economy will necessarily shift the proportion and growth of national income derived from knowledge-based industries, the percentage of the workforce employed in knowledge-based jobs and the ratio of firms using technology to innovate. Progress towards a knowledge-based economy will be driven by four elements: human capital development, knowledge generation and exploitation (R&D), knowledge infrastructure. Increased investment in these four areas will certainly have an impact. National experience, however, suggests that an incremental approach will not work. Nations that have achieved accelerated growth in outputs and capabilities have acted decisively, targeting investments in areas of strategic opportunity. The organizational and infrastructural improvement of research requires supranational cooperation and the promotion of the free movement of knowledge. Therefore, the EU decision on the establishment of the European Institute of Innovation and Technology (EIT), which ensures that the GDP proportion for research and development (R&D) shall achieve 3% stipulated by member states in the long run, is particularly welcome.

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A Knowledge Assets Mapping Methodology to View Organizational Knowledge-Based Value Creation Dynamics

Managing Knowledge Assets and Business Value Creation in Organizations ◽

10.4018/978-1-60960-071-6.ch005 ◽

2011 ◽

pp. 67-86 ◽

Cited By ~ 1

Author(s):

Daniela Carlucci ◽

Giovanni Schiuma

Keyword(s):

Decision Support ◽

Value Creation ◽

Cognitive Mapping ◽

Critical Issue ◽

Illustrative Case ◽

Knowledge Assets ◽

Case Examples ◽

Knowledge Based ◽

Support Methods ◽

Multicriteria Decision Support

Nowadays knowledge assets are widely recognized as organizational resources that play a pivotal role in company’s value creation. However the mechanisms through which these assets take part in value creation are not yet well understood. This critical issue must be faced to enable managers to make better informed decisions with regard to knowledge assets allocation and management. This chapter describes a methodology aimed both to identify a company’s knowledge assets that significantly contribute to create value and analyze how these assets, through cause-and-effect mechanisms, activate value creation dynamics. The proposed methodology draws upon cognitive mapping principles and gathers insights from the strategic management literature. Moreover, it is based on the application of multicriteria decision support methods. The chapter presents three illustrative case examples that show how the proposed methodology can be applied in practice.

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Enterprise Content Management Systems as a Knowledge Infrastructure

International Journal of e-Collaboration ◽

10.4018/ijec.2015070104 ◽

2015 ◽

Vol 11 (3) ◽

pp. 49-70 ◽

Cited By ~ 5

Author(s):

Thang Le Dinh ◽

Tim A. Rickenberg ◽

Hans-Georg Fill ◽

Michael H. Breitner

Keyword(s):

Driving Forces ◽

Developed Countries ◽

Content Management ◽

Management Systems ◽

Knowledge Assets ◽

Knowledge Based ◽

Knowledge Infrastructure ◽

Enterprise Content Management ◽

Collaboration Process ◽

Content Management Systems

The rise of the knowledge-based economy has significantly transformed the economies of developed countries from managed economies into entrepreneurial economies, which deal with knowledge as both input and output. Consequently, knowledge has become a key asset for organizations and knowledge management is one of the driving forces of business success. One of the most important challenges faced by enterprises today is to manage both knowledge assets and the e-collaboration process between knowledge workers. Critical business knowledge and information is often contained in mostly unstructured documents in content management systems. Therefore, content management based on knowledge perspectives is crucial for organizations, especially knowledge-intensive organizations. Enterprise Content Management has evolved as an integrated approach to managing documents and content on an enterprise-wide scale. This approach must be enhanced in order to build a robust foundation to support knowledge development and the collaboration process. This paper presents the KBCM (Knowledge-Based Content Management) framework for constructing a knowledge infrastructure based on the perspective of knowledge components that could help enterprises create more business value by classifying content formally and enabling its transformation into valuable knowledge assets.

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Knowledge Generation in Mid Size Entrepreneurial Firms

Vision The Journal of Business Perspective ◽

10.1177/097226290500900405 ◽

2005 ◽

Vol 9 (4) ◽

pp. 51-63 ◽

Cited By ~ 5

Author(s):

Anurag Mishra ◽

M. Akbar

Keyword(s):

Process Model ◽

Case Analysis ◽

Knowledge Generation ◽

Generic Model ◽

Entrepreneurial Firms ◽

Generation Process ◽

Knowledge Assets ◽

Developed Markets ◽

Knowledge Based ◽

Line Diagram

Literature on medium sized enterprises (MSEs) is limited both in developed markets and emerging markets. This paper addresses this gap and explores MSEs from a knowledge-based perspective. Grounded in the case based research often MSEs, the paper identifies the knowledge assets employed by highly successful firms. The paper performs a detailed case analysis of three such firms from our sample. We trace the knowledge generation process through a detailed line diagram and based on the case analysis, build a generic model for analyzing the knowledge conversion process in MSEs. The contribution of this work is articulated in the process model that integrates the various classes of knowledge assets in the context of transitional firms in India. The paper also develops a few empirically testable propositions, filling a major gap in existing literature on knowledge management.

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Optimizing International Joint Venture (IJV) Ownership Structures

Cultural and Technological Influences on Global Business ◽

10.4018/978-1-4666-3966-9.ch009 ◽

2013 ◽

pp. 142-164 ◽

Cited By ~ 2

Author(s):

Alexander Wollenberg

Keyword(s):

Latin America ◽

Transaction Costs ◽

Productivity Growth ◽

New Technologies ◽

Financial Measures ◽

Local Partner ◽

Ownership Structures ◽

Technology Knowledge ◽

Knowledge Based ◽

Complementary Assets

This chapter portrays a quantitative framework regarding entry mode choice and ownership structures by measuring performance under given ownership structures as the degree of efficiency in technology transfer, and knowledge exchange in the form of a residual productivity growth variable. This method has been shown to be a proxy for or an indirect measure of transaction costs, in that ownership structures are validated by the growth in technology/knowledge-based productivity that they caused. In the process, the chapter discusses hierarchical entry modes and adjustment of ownership structures with respect to minimizing transaction costs incurred in the transfer and internalization of complementary assets, both tangible and intangible. Previous research has dealt with subsidiary performance mainly in terms of financial measures (e.g., profitability, ROA, ROE, ROI), instability, and lifespan. By contrast, this chapter extends existing research by providing a specific quantitative framework for optimizing technology/knowledge-based productivity growth. The second important contribution of the chapter is the linkage of the quantitative results to their applicability and potential for implementation in Japanese equity-based subsidiaries in Latin America over the lifetime of the subsidiaries. Other factors important in the implementation and internalization of new technologies and knowledge have also been analyzed quantitatively and linked to case studies qualitatively. The chapter further analyzes adaptations to regional contexts and parent companies of nationalities other than Japanese. Therefore, the model presented in the chapter addresses IJV ownership structures which are optimal to productivity growth linked to new technologies and knowledge and by adaptation of variables, and discusses results for emerging markets in Latin America, such as Peru, Colombia, and the newly industrialized Brazil. The chapter also highlights advantages and disadvantages of forming IJVs with a local partner of different levels of technological sophistication, and the degree of managerial and equity involvement to allow the local partner.

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The Phenomenon of Duality

Inquiring Organizations ◽

10.4018/978-1-59140-309-8.ch013 ◽

2011 ◽

pp. 272-290 ◽

Cited By ~ 5

Author(s):

Nilmini Wickramasinghe

Keyword(s):

Knowledge Management ◽

The State ◽

Knowledge Assets ◽

Knowledge Based ◽

Knowledge Based Economy ◽

Knowledge Management Initiatives

In today’s knowledge-based economy, sustainable strategic advantages are gained more from an organization’s knowledge assets than from its more traditional types of assets, namely, land, labor, and capital. Knowledge, however, is a compound construct, exhibiting many manifestations of the phenomenon of duality such as subjectivity and objectivity as well as having tacit and explicit forms. Overlooking this phenomenon of duality in the knowledge construct has not only led many knowledge management initiatives to stumble but has also resulted in the discussion of the apparent contradictions associated with knowledge management in the IS literature as well as numerous discussions and debates regarding the “nonsense of knowledge management.” It is the thesis of this chapter that a full appreciation of the phenomenon of duality is indeed necessary to enable inquiring organizations to reach the state of wisdom and enlightenment.

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The Phenomenon of Duality

Knowledge Management ◽

10.4018/978-1-59904-933-5.ch260 ◽

2011 ◽

pp. 3159-3174

Author(s):

Nilmini Wickramasinghe

Keyword(s):

Knowledge Management ◽

The State ◽

Knowledge Assets ◽

Knowledge Based ◽

Knowledge Based Economy ◽

Knowledge Management Initiatives

In today’s knowledge-based economy, sustainable strategic advantages are gained more from an organization’s knowledge assets than from its more traditional types of assets, namely, land, labor, and capital. Knowledge, however, is a compound construct, exhibiting many manifestations of the phenomenon of duality such as subjectivity and objectivity as well as having tacit and explicit forms. Overlooking this phenomenon of duality in the knowledge construct has not only led many knowledge management initiatives to stumble but has also resulted in the discussion of the apparent contradictions associated with knowledge management in the IS literature as well as numerous discussions and debates regarding the “nonsense of knowledge management.” It is the thesis of this chapter that a full appreciation of the phenomenon of duality is indeed necessary to enable inquiring organizations to reach the state of wisdom and enlightenment.

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