Man versus the machine, it is a new and growing controversy that is irking those who criticize the increased use of technology, while considered to be extremely exciting news for supporters and advocators of the growing technologies in western countries. Supporters of the rapid technological advancement have argued that it has definitely increased productivity, and improved the economy. On the other hand, the opposing side has argued that such technologies are destroying jobs more than it is generating new ones. This paper examines the impact of growing technologies as depicted by the introduction of Watson the supercomputer, which represents the epitome of technological advancement, on knowledge management in organizations, by focusing on three important components that shape any business; people as identified by managers and employees, organizational processes, and the emerging technologies. The paper proposes a framework for managing knowledge and knowledge workers as well as proposing an adapted prototype design of how the future digitized organizational structure should be, and offers recommendations in this regard.
The main objective of this study was to investigate the direct and interaction effects of two of Hofstede’s cultural metrics, namely power distance and uncertainty avoidance, on organizational innovation in small and medium enterprises in Egypt. A structured questionnaire adapted from a previous study was distributed amongst employees from different managerial levels. 326 completed questionnaires were collected. Results suggested that the national culture influences the level of strategic innovation in small and medium enterprises operating in Egypt. Power distance enhances strategic innovation; however, uncertainty avoidance inhibits it. Studies on Egyptian enterprises, and Egyptian small and medium enterprises are fundamentally underrepresented in previous literature.
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