Knowledge processes

Abstract

PurposeTo explore the nature of the university's knowledge processes and to specify the library's role in these processes.Design/methodology/approachA theoretical framework for strategic management based on the concepts of the value constellation of networked enterprises and the knowledge processes is applied along with the concept of a strategic partnership to indicate the library's new role within the university.FindingsThe library's role in the generative knowledge processes is likely to become the major managerial challenge. Its role in the productive knowledge processes will increase, and in the representative knowledge processes it will diversify.Research limitations/implicationsThe same research object could be approached empirically from a multidisciplinary perspective, i.e. the transforming research and teaching processes and enhancement of the library's role in them. The impact of the library's intellectual capital on the university's intellectual capital should be examined in terms of performance assessment in theory and practice.Practical implicationsIlluminative examples indicate how libraries can take a more proactive, strategic role in practice.Originality/valueThis timely paper develops a sound theoretical basis on which the library can be understood as a vital member of a strategic partnership in the management of the university's intellectual capital. It is a significant application to library management of theory from outside the field. The paper is rich in stimulating ideas, and should be of considerable interest to a wide readership.

Challenges of knowledge sharing within oil & gas sector

“…Fourth hypothesis relating the positive association of low organizational hierarchy & knowledge sharing has found valid. Majority of the O&G professionals of Pakistan see eye to eye with our proposition that if a company has a galvanizing culture & magnanimous hierarchy then knowledge sharing happens more recurrently (Huotari & Iivonen, 2005). Findings supplements the fact that mangers can play a pivotal role in establishing a culture of knowledge management (Al-Alawi et al, 2007) Research outcomes prove the positive association of rewards & recognition systems with the process of knowledge sharing.…”

“…It is a general fact that if an organization has an worker friendly culture, knowledge sharing occurs frequently among workers (Huotari & Iivonen, 2005). Hierarchical patterns and authoritative powers are the two major knowledge disseminating obstructions in high hierarchical organizational cultures (Suppiah & Sandhu, 2011).…”

Social aspects of clustering as an innovative form of entrepreneurship in agribusiness

“…An important aspect of empirical experience for creating networks or cluster structures is the belief that trust can be built even between people from different organisational cultures or individuals who do not share any values other than their limited commercial goals (Huotari & Iivonen, 2005). Trust offers opportunities to reduce transaction costs, which are critical in the functioning of mechanisms where, on the one hand, all manner of particularisms and, on the other hand, an excess of regulations and procedures may disrupt both the cluster's very operation and the dominance of corporate and bureaucratic culture.…”

Informacja, wiedza i zaufanie w kreowaniu ekspansji innowacyjnych struktur integracyjnych w dobie społeczeństwa cyfrowego

“…Dla procesu tworzenia sieci lub struktur klastrowych istotnym elementem empirycznego doświadczenia jest również przekonanie, że zaufanie może być wywoływane nawet między ludźmi z innych kultur organizacyjnych albo między jednostkami, które nie dzielą się żadnymi wartościami poza ich ograniczonymi celami handlowymi [Huotari, 2005]. Zaufanie stwarza możliwości ograniczania kosztów transakcyjnych, które są niezmiernie istotne w funkcjonowaniu mechanizmów, gdzie z jednej strony wszelkie partykularyzmy, a z drugiej strony nadmiar regulacji i procedur mogą zaburzyć zarówno sam sposób funkcjonowania klastra, jak i wpłynąć na dominację kultury korporacyjno-biurokratycznej.…”