The benefits of a knowledge culture

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractCurrent received wisdom would seem to suggest that a simple deployment of web-based technologies will provide the platform for competitive differentiation in the dynamic and agile world of mass customisation. It is argued here that technology is but one element of infrastructural renovation required to support intranet applications. An emerging pattern in these applications is support for the soft networks which exist within all organisations and which embody the key raw asset for competitive advantage: knowledge.The discussion reviews the emergence of Knowledge Management as a discipline, presents a model for the flow of commercial knowledge through an organisation (Knowledge Economies), and looks at the cultural and organisational ramifications of knowledge programs (Knowledge Cultures). On this basis the technological superstructure is discussed in the context of one intranet application: Corporate Digital Library.The principal assertion of this paper is that applications of this type can only be said to be commercially successful when they are deployed in support of knowledge-based initiatives where first order benefits can be realised, improved market performance in particular. A proto-typical benefit statement is provided.

Knowledge management and the dynamic nature of knowledge

“…Their knowledge might eventually lead to an inability to act enthusiastically or act all together, and, consequently, this executive knowledge might eventually cause the company damage or bring about its demise. Furthermore, knowledge can be seen as a cultural product (Bonaventura, 1998). It is not only individual experiences that create knowledge; it is the networks of people who meet and work with each other that often cause knowledge to migrate and be created.…”

“…Trust allows individuals to speak openly without fearing reprisals and without worrying that knowledge shared will be used unethically (Shaw, 1997). Trust is necessary for 21st century organizations in general where authority has given way to self‐directed work teams, but it is also necessary in building a knowledge sharing culture (Bonaventura, 1997). In organizations that rely on virtual teams, i.e., work groups who are separated from each other and use technology for interaction, trust is fundamentally necessary because workers do not see each other face to face, and work is completed by individuals who may never meet each other (Jarvenpaa, Knoll, & Leidner, 1998).…”

Towards the idea of information science as an interscience

“…Who will and can do this if we refuse to do it? Wersig (1990) and Bonaventura (1997) write convincingly about this responsibility.…”

Towards the idea of information science as an interscience

“…Who will and can do this if we refuse to do it? Wersig ( 1990)and Bonaventura ( 1997 write convincingly about this responsibility.…”