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Does
Organization Size Matter for Starting Knowledge Management
Program?
--Parag
Sanghani
In
hyper competitive and uncertain market where technologies,
products and services are changing very fast, the companies
are required to develop the ability to create, disseminate
and effectively use the organizational knowledge. Toffler
in his book titled Third Wave arrived at `knowledge wave'
which is termed by many as the 'Knowledge boom'. Knowledge
Management (KM) is seen as a key factor for success in business
and survival in this knowledge economy. Generally, any new
management philosophy and technology are first implemented
in large organizations and KM is no exception in this regard.
©
2008 IUP . All Rights Reserved.
What
Does Economics Assume About People's Knowledge?
--António
Caleiro
The
purpose of the paper is to explore, from an assessment viewpoint,
the following ideas. Economics, as a social science, has
always considered sets of individuals with assumed characteristics
(namely, the level of knowledge), although in an implicit
way, in most of the cases. In this sense, an influential
approach in economics assumed that society, as a global
set of individuals, was characterized by a certain level
of knowledge, that, indeed, could be associated with one
of its representative agents. In fact, an attentive recall
of the evolution of these matters in economics will immediately
recognize that, since the very first economic models of
the government, it was assumed that the level of knowledge
of society, represented by a set of voters, was not the
same as one of the agents elected, i.e., the government.
©
2008 IUP . All Rights Reserved.
Interfirm
Knowledge Transfer Methods
-- Frederic
Prevot
The
purpose of this article is to present the results of a survey
of 121 American multinational subsidiaries in Brazil. It
establishes how multinationals transfer knowledge to their
local suppliers. Each identified transfer method is analyzed
to determine the objective behind the transfer, and the
mechanisms used in order to do so. Four methods have been
identified. The characteristics of the moderate method are
poor reciprocal commitment (from the source and the recipient),
poor mastering of the transfer process, and low capacity
of the source to deal with informal aspects of the transfer.
The strategic objectives and the mechanisms associated with
this method are limited to those which are common to all
the methods.
©
2008 IUP . All Rights Reserved.
How
to be More Efficient in Managing Intellectual
Capital: An Overview of Various Techniques
-- György
Boda, Judit Lõrincz and Péter Szlávik
The
paper outlines the most important production factors and
those related tendencies which have significant effect on
management. The paper also covers the definition of intellectual
capital and shows that the growing importance of the intellectual
capital runs parallel to the growing importance of human
factors. As intellectual elements get more focus, the management
of the complex mix of production factors becomes more difficult.
New reliable techniques are required for the continuous
overview and management of intellectual capital. We cannot
stop at the aggregate levels where monetary approach is
more or less resolved; the details of intellectual assets
should be grasped and understood.
©
2008 IUP . All Rights Reserved.
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