Browsing by Subject "videnledelse"
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Foss, Kirsten; Foss, Nicolai J. (København, 2003)[More information][Less information]
Abstract: The notion of distributed knowledge is increasingly often invoked in discussions of economic organization. In particular, the claim that authority is inefficient as a means of coordination in the context of distributed knowledge has become widespread. However, very little analysis has been dedicated to the relation between economic organization and distributed knowledge. In this paper, we concentrate on the role of authority as a coordination mechanism under conditions of distributed knowledge, and also briefly discuss other issues of economic organization. We clarify the meanings of authority and distributed knowledge, and criticize the above claim by arguing that authority may be a superior mechanism of coordination under distributed knowledge. We also discuss how distributed knowledge influences the boundaries of firms. Our arguments rely on insights in problem-solving and on ideas from organizational economics. URI: http://hdl.handle.net/10398/6894 Files in this item: 1
03-08.pdf (330.4Kb) -
insights from six case studiesMichailova, Snejina; Husted, Kenneth (København, 2001)[More information][Less information]
Abstract: This paper examines knowledge sharing in business environments and cultures that are hostile to knowledge sharing. We focus on knowledge sharing as it relates to individual behavior and management as guiding basically willing individuals. We elaborate the dimensions related to knowledge hoarding, apprehension about failures, and the Not-Invented-Here syndrome by investigating their features in knowledge-sharing hostile environments. Empirically, we explore a context not widely covered by the Western management literature on knowledge sharing: we draw on the examples of six Russian companies, three with and three without Western ownership. In terms of action orientation, we suggest that in knowledge-sharing hostile environments management needs initially to force knowledge sharing in order to transform the hostility into a knowledge embracing culture. We outline concrete guidelines of how to overcome the specific barriers to knowledge sharing. Key words: knowledge sharing, knowledge-sharing hostile environments, Russian companies URI: http://hdl.handle.net/10398/6341 Files in this item: 1
wp102001.pdf (378.1Kb) -
Contextual Creation of Knowledge Versus Global Transfer of KnowledgeHolm, Ulf; Pedersen, Torben (København, 2000)[More information][Less information]
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the case of decision support in health care administrationKühn Pedersen, Mogens; Holm Larsen, Michael (København, 2000)[More information][Less information]
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Holm Larsen, Michael; Kühn Pedersen, Mogens (København, 2000)[More information][Less information]
Abstract: The paper addresses the electronic commerce application field of Health Care Administration. Models for knowledge distribution is a rare commodity in the Health Care Administration. Distributed Knowledge Management (DKM) is a concept that originated as an abstraction of a business model prepared for the mechanical and agricultural industry but holds promises for a more general use. The contribution of this paper is to suggest a new business model based on DKM and show the relevance and applicability of this concept in a totally new context of the Health Care Administration. URI: http://hdl.handle.net/10398/6875 Files in this item: 1
linkwp22.pdf (84.95Kb) -
Fire cases om forskningsevaluering og kvalitetssikring i industriel forskning og sektorforskningHansson, Finn (København, 2003)[More information][Less information]
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Theoretical Foundations and Research OpportunitiesFoss, Nicolai; Husted, Kenneth; Michailova, Snejina; Pedersen, Torben (København, 2003)[More information][Less information]
Abstract: An under-researched issue in work within the "knowledge movement" is the relation between organizational issues and knowledge processes (i.e., sharing and creating knowledge). We argue that managers can shape formal organization structure and organization forms and can influence the more informal organizational practices in order to foster knowledge sharing and creation. Theoretically, we unfold this argument by relying on key ideas of organizational economics and organizational behaviour studies. We put forward a number of refutable propositions derived from this reasoning. Acknowledgments We are grateful to Anna Grandori for numerous excellent comments on an earlier draft. The standard disclaimer applies. Keywords: Knowledge creation, knowledge sharing, governance, organizational economics, organizational behavior. URI: http://hdl.handle.net/10398/7311 Files in this item: 1
2003-governing knowledge.pdf (196.0Kb) -
Minbaeva, Dana (København, 2003)[More information][Less information]
Abstract: ABSTRACT The paper supports the idea that organizations can institute various internal structures, policies and practices to overcome transfer barriers and facilitate the degree of knowledge transfer. I discuss a framework for future empirical research on the relations between human resource management (HRM) practices and knowledge transfer in multinational corporations (MNC). The proposed model is empirically testable, includes a wider range of HRM practices and is not limited to one mode of foreign operations only. URI: http://hdl.handle.net/10398/6873 Files in this item: 1
linkwp2003-04.pdf (208.8Kb) -
Michailova, Snejina; Hutchings, Kate (København, 2003)[More information][Less information]
Abstract: Management researchers have suggested that knowledge sharing has an important role to play in developing competitive advantage for organisations. It could be argued that the need to build advantage is even greater in the transition economies that are increasingly internationally oriented. Yet, it has been suggested that people in transition economies such as Russia and China have a propensity not to share knowledge. We proffer that Russians’ and Chinese’ willingness to share knowledge is highly influenced by group membership. By examining the extent to which group membership influences the processes of knowledge sharing in the Chinese and Russian cultural and institutional environments, we theoretically explore how in-groups and out-groups facilitate and impede knowledge sharing. Key Words: China, In-groups, Knowledge Sharing, Out-groups, Russia URI: http://hdl.handle.net/10398/7289 Files in this item: 1
impact of in-groups.pdf (96.34Kb) -
the role of absorptive capacityMahnke, Volker; Pedersen, Torben; Venzin, Markus (København, 2003)[More information][Less information]
Abstract: Empirical studies on the impact of knowledge management on the performance of MNC subsidiaries remain elusive to date. This study examines the effect of knowledge management tools such as corporate university, communities of practice, group benchmarking, learning systems and rewards upon absorptive capacity and performance with unique data from subsidiary units in a large German MNC – Heidelberger Cement. The findings suggest that knowledge management tools unfold their performance impact through their significant influence on absorptive capacity and knowledge inflows. The key contributions to the current literature on knowledge flows in the MNC include an empirically corroborated link between deployments of knowledge management tools and their impact on the subsidiary employee’s ability and motivation to learn from internal knowledge flows in the MNC as well as their impact on subsidiary business performance. URI: http://hdl.handle.net/10398/6495 Files in this item: 1
01-2004-3.pdf (471.2Kb) -
the role of absorptive capacityMahnke, Volker; Pedersen, Torben; Venzin, Markus (København, 2003)[More information][Less information]
Abstract: Empirical studies on the impact of knowledge management on the performance of MNC subsidiaries remain elusive to date. This study examines the effect of knowledge management tools such as corporate university, communities of practice, group benchmarking, learning systems and rewards upon absorptive capacity and performance with unique data from subsidiary units in a large German MNC – Heidelberger Cement. The findings suggest that knowledge management tools unfold their performance impact through their significant influence on absorptive capacity and knowledge inflows. The key contributions to the current literature on knowledge flows in the MNC include an empirically corroborated link between deployments of knowledge management tools and their impact on the subsidiary employee’s ability and motivation to learn from internal knowledge flows in the MNC as well as their impact on subsidiary business performance. URI: http://hdl.handle.net/10398/7294 Files in this item: 1
impact of knowledge.pdf (142.8Kb) -
a latent class estimationPedersen, Torben; Soo, Christine; Devinney, Timothy M. (København, 2002)[More information][Less information]
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how to make KM survive in adverse economic circumstances?Mahnke, Volker; Venzin, Markus (København, 2003)[More information][Less information]
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An Organizational Trade-OffGammelgaard, Jens; Pedersen, Torben (København, 2003)[More information][Less information]
Abstract: When building up competences, a subsidiary of a multinational corporation (MNC) may rely on external knowledge sources like customers, suppliers, competitors or local science centers. Internal sourcing is also available through knowledge offered by headquarters or other affiliates. The question is whether the two kinds of sources are mutual exclusive. A dilemma or organizational trade-off is foreseeable, since the more the subsidiary adapts its knowledge creation processes to host country institutions, the less it will be able to utilize internal knowledge sources due to the institutional distance between the external and internal networks. However, newer organizational forms, like the concept of the "differentiated MNC", imply a relatively smooth flow of knowledge inside the MNC, indicating that we should not expect an organizational trade-off between internal and external sources. The subsidiary’s ability to build on two knowledge networks depends on its scale of resources, absorptive capacity and the role it plays in the corporation. The relationship between internal and external sourcing is tested using a unique dataset that covers more than 2,000 subsidiaries located in seven different European countries (the Centre of Excellence Project). In fact, the results show that, to a certain extent, there is no dilemma between a subsidiary’s knowledge development based on both internal, and external knowledge sources. However, the results also show a bell-shaped relationship between the use of internal and external sources, where a heavily embedded use of internal sources excludes the use of external sources. Keywords: Internal sourcing, External sourcing, Institutional Isomorphism and Subsidiary knowledge. URI: http://hdl.handle.net/10398/7315 Files in this item: 1
internal versus external.pdf (69.42Kb) -
a taxonomy of knowledge transfer costsHusman, Tina Brandt (København, 2001)[More information][Less information]
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The Case of Knowledge about Foreign EntryLyles, Marjorie; Pedersen, Torben; Petersen, Bent (København, 2003)[More information][Less information]
Abstract: The study explores what factors influence the reduction of managers’ perceived knowledge gaps in the context of the environments of foreign markets. Potential determinants are derived from traditional internationalization theory as well as organizational learning theory, including the concept of absorptive capacity. Building on these literature streams a conceptual model is developed and tested on a set of primary data of Danish firms and their foreign market operations. The empirical study suggests that the factors that pertain to the absorptive capacity concept – capabilities of recognizing, assimilating, and utilizing knowledge - are crucial determinants of knowledge gap elimination. In contrast, the two factors deemed essential in traditional internationalization process theory – elapsed time of operations and experiential learning – are found to have no or limited effect. Key words: Internationalization, knowledge gap, absorptive capacity, learning box. URI: http://hdl.handle.net/10398/7302 Files in this item: 1
knowledge gaps.pdf (105.5Kb) -
a consulting process during 1987-2000 at the State & University Library of DenmarkMaula, Marjatta (København, 2000)[More information][Less information]
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what can organizational economics contribute?Foss, Nicolai J.; Mahnke, Volker (København, 2003)[More information][Less information]
Abstract: Knowledge management has emerged as a very successful organization practice and has been extensively treated in a large body of academic work. Surprisingly, however, organizational economics (i.e., transaction cost economics, agency theory, team theory and property rights theory) has played no role in the development of knowledge management. We argue that organizational economics insights can further the theory and practice of knowledge management in several ways. Specifically, we apply notions of contracting, team production, complementaries, hold-up, etc. to knowledge management issues (i.e., creating and integration knowledge, rewarding knowledge workers, etc.) , and derive refutable implications that are novel to the knowledge management field from our discussion. URI: http://hdl.handle.net/10398/6863 Files in this item: 1
03-02.pdf (480.3Kb) -
a study of knowledge management in management consultanciesJacoby Petersen, Nicoline; Poulfelt, Flemming (København, 2002)[More information][Less information]
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Gammelgaard, Jens; Ritter, Thomas (København, 2003)[More information][Less information]
Abstract: Previous discussions of knowledge transfers within multinational corporations (MNC’s) tended to focus on the process as an isolated phenomenon, and the factors that impede these transfers. Less attention has been given to the identification and personal codification processes of knowledge prior to transfer. A model for understanding how knowledge is retrieved in MNC’s is proposed in this paper, with a specific focus on the retrieval of information located in information technology (IT) systems. The model is derived from (1) a critical examination of knowledge management theory, and (2) the empirical research results gathered from Computer Sciences Corporation (CSC). Our survey of CSC reveals that the company is able to overcome the problem of identifying valuable knowledge in a geographical dispersed organization by establishing virtual communities of practice via its portal system. Virtual communities of practice are seen as a combination of the codification and the personalization strategies in this paper. URI: http://hdl.handle.net/10398/6551 Files in this item: 1
jg-3.pdf (260.9Kb)
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