Exploring the complex dynamics of a change initiative to introduce a new surgical regime within the context of multiple discourses, focussing on discursive practices to handle inter-disciplinary cooperation throughout strategic change.
Building on the work of Prahalad and Bettis, a dialogue for further understanding of the concept of dominant logic is generated. The conceptual plasticity of dominant logic is demonstrated. Two relatively unknown concepts - self-reference and scale - are retrofitted with the concept of dominant logic, with its 1995 meaning. The implications of this concept are discussed.
This paper develops a framework of four strategies for managing knowledge. Companies can leverage their knowledge throughout the organisation, expand their knowledge further based on existing expertise, appropriate knowledge from partners and other organisations, and develop completely new expertise by probing new technologies or markets. The two core processes of knowledge creation and transfer are central to the execution of these strategies, as is the company's domains of knowledge. The framework is based on conceptualisation about knowledge management practices at Unilever, a multinational fast-moving consumer goods company.
Der Erfolg von Unternehmen wird künftig immer stärker davon abhängen, inwiefern diese in der Lage sind, Wissen zu generieren und intern zu transferieren. So ist der interne Wissenstransfer hinsichtlich der vermehrten Nutzung von vorhandenem Wissen in Unternehmen, Kostensenkungen und der Fähigkeit, mit Wissen umzugehen, von zentraler Bedeutung. Dieser Beitrag möchte das Verständnis für den Umgang mit dem internen Wissenstransfer steigern. Dazu wird zunächst ein Phasenmodell des Wissenstransfers vorgestellt. Anschliessend erfolgt unter Auswertung verschiedener Forschungsströme die Identifizierung von Faktoren, die den Wissenstransfer beeinflussen. Zudem werden die Bedeutungen dieser Einflussfaktoren in den verschiedenen Wissenstransferphasen diskutiert, um Ansatzpunkte zu erarbeiten, auf welche Faktoren beim Umgang mit dem internen Wissenstransfer in den Phasen besonders zu achten ist.
Building on resource mobilization theory, we explore three distinct rewards for individuals to engage in innovative collective action, namely open source Software development. The three benefits, we term communal resources, are reputation, control over technology, and learning opportunities. The collective action (the open source software development project) produces the communal resources in parallel with the actual product (software) and mobilizes programmers to spend time and effort, and contribute their knowledge to the project. Communal resources appear as a byproduct to the production process and represent a public good of second order. We show that they increase in value for the individual with involvement in the community. Empirical data from the Freenet project illustrates both the levels of involvement and the communal resources. We argue that open source software development gives rise to a new theoretical typology of collective action
Current scientific debates as well as management discussions are characterized by an important shift of attention towards knowledge issues as a major source of corporate success. A decade ago, one seldom heard knowledge-orientated terms like ‘implicit knowledge’, ‘dynamic capabilities’ and ‘organizational competences’, ‘intangible assets’ and ‘organizational learning’. Today, a discussion on almost any topic eventually turns into a knowledge issue (Spender and Grant, 1996).
