Verona, G., Prandelli, E. & Sawhney, M. (2005). Innovation and virtual environments: toward virtual knowledge brokers. Organization Studies. 27(6), 765-788.
Summary (334 words):
This article aims to explore impact of virtual environment and knowledge on innovation in organizations. By examining the influences of virtual environment on innovation and knowledge management processes, the authors has provided the concept of virtual knowledge broker and its advantages on the management of innovation.
To maintain competitive advantages, firms need continuously innovate. To innovate, they need to improve their knowledge resource, and constantly update and search for new knowledge. The authors have acknowledged external actors as an importance source of knowledge and reminded that these external actors can be customers or knowledge brokers. Firms can interact directly with customers to acquire their opinions or dealing with knowledge of customers indirectly using knowledge brokers.
Knowledge broker is not only the intermediator between firms and the source of knowledge. It can transport ideas between unconnected industries and therefore stimulate innovation. The explosion of the Internet has facilitated the connection between customers and knowledge brokers. It enables the knowledge brokers to receive feedback from the diverse groups of users which significantly support new product development activities. Moreover, the Internet has enabled knowledge brokers to generate and maintain large amount of strong and direct ties without trade-off with richness of information.
While firms can also maintain direct relations with customers by using physical channel or virtual environment, knowledge from this sources are not enough for innovation. Customers are not likely to share their personal information and private life in companies’ websites. Moreover, companies will not be able to maintain the relationships with the large amount of users from the industry, who may not be their customers. Therefore, knowledge brokers will overcome this gap and play an important role in the innovation process.
In general, virtual knowledge broker has advantages of knowledge broker and virtual environment. It can absorb knowledge from a huge number of customer ties and support the innovation activity within different industries. Though it had difficulty dealing with tacit knowledge, firms who seek continuous innovation should consider it as an important source of knowledge.
Review (93 words):
This article has provided insight into the knowledge broker in the innovation context. It has an interesting approach in finding source of knowledge and reminds benefit of virtual environment in the knowledge management.
This paper is successful in explaining the role of virtual environment and knowledge broker in the innovation activity. However, while using many arguments for knowledge broker, the concept of virtual knowledge broker deserves more words and practical evidences. The authors should provide audience with a definition of virtual knowledge broker, and more importantly the current status of this interesting model.
Showing posts with label Knowledge Management. Show all posts
Showing posts with label Knowledge Management. Show all posts
Wednesday, January 27, 2010
Wednesday, November 25, 2009
MMIM503 - Lecture 4 Summary & Review
Author: Paul H. J. Hendriks (2001)
The article, “Many rivers to cross: from ICT to knowledge management systems”, is an empirical research paper, intended for IT/IS executives and knowledge managers. The focus of the study is to provide an assessment framework for evaluating the role of information and communication technology (ICT) in organisational knowledge management (KM).
The paper begins with the review of a number of literatures on ICT and KM, and summarising two distinctions for classifying the various KM approaches. First, it distinguishes between engineering approaches and management approaches. Second, it distinguishes between four groups of approaches based on their emphasis in terms of content, which are knowledge storage approaches, knowledge flow approaches, organizational learning approaches and knowledge measurement approaches.
Based on these two distinctions, the author identifies five dimensions of KM and integrates them into a framework. There are three sides to the KM framework: (1) the reflection side includes the relevance of knowledge to the organisation; (2) the content side involves the nature of knowledge, the organisational perspective, and the dynamic nature of knowledge; (3) the action side includes interventions and measures targeted at affecting the organisations as a knowledge system.
The author further claims the five dimensions determine the potential value of ICT applications for KM, and summarise them into five key areas of discussion: (1) relationships between ICT and organizational relevance of knowledge; (2) relationships between ICT and knowledge categories (3) relationships between ICT and the organizational perspective on knowledge; (4) relationships between ICT and the dynamic character of knowledge; (5) relationships between ICT and other knowledge management measures. All five dimensions should be addressed together.
The title of the paper straightforwardly defines the main theme, and the content is succinct, accurate and well-structured. The paper establishes a precise research scope based on a host of literatures. It adopts scientific research methods and techniques to present a holistic view of ICT and organisational KM. The strengths of the paper are using diagrams accompanied with textual analysis, making it easy and logical for readers to follow the discussion.
Saturday, November 21, 2009
MMIM503 - Lecture 2 Summary & Review
David J. Pauleen (2004)
Knowledge Management: A Wolf in Sheep’s Clothing
Knowledge Management: A Wolf in Sheep’s Clothing
Summary: 260 words
This article is a critique on another article written by Professor G.E. Gorman in the April column of Viewpoint in 2004. The author, Pauleen, criticises Professor Gorman for dismissing Knowledge Management (KM) by stating that KM is “a sheep in wolf’s clothing” and that it is no more an information management system, than library and information science is a card catalogue. Pauleen then explains and analyses the importance of KM and how KM contributes to the success of an organisation. He uses a quote from Larry Prusak – a guru in KM, to explain the difference between information and knowledge where information is considered two-dimensional, and knowledge is three dimensional. In other words, knowledge is how people perceive a piece of information. Different people may perceive the same piece of information differently depending on their background.
Knowledge is often absorbed in the workplace where the employees can observe and listen to experienced information professionals, which they may not learn from the textbooks. KM creates an environment that motivates people to share with others, which is a challenge for most organisations. The key component is to build trust that allows people to feel comfortable sharing knowledge, knowing that they will not be taken advantage as a result of this. In addition, organisations must be willing to give employees the space and time “to think, to explore, to research, and maybe even to sleep on it, as well as the spaces to meet, talk and create with others”, and Snowden (2003) emphasises that real knowledge sharing takes place in a shared social context.
This article is a critique on another article written by Professor G.E. Gorman in the April column of Viewpoint in 2004. The author, Pauleen, criticises Professor Gorman for dismissing Knowledge Management (KM) by stating that KM is “a sheep in wolf’s clothing” and that it is no more an information management system, than library and information science is a card catalogue. Pauleen then explains and analyses the importance of KM and how KM contributes to the success of an organisation. He uses a quote from Larry Prusak – a guru in KM, to explain the difference between information and knowledge where information is considered two-dimensional, and knowledge is three dimensional. In other words, knowledge is how people perceive a piece of information. Different people may perceive the same piece of information differently depending on their background.
Knowledge is often absorbed in the workplace where the employees can observe and listen to experienced information professionals, which they may not learn from the textbooks. KM creates an environment that motivates people to share with others, which is a challenge for most organisations. The key component is to build trust that allows people to feel comfortable sharing knowledge, knowing that they will not be taken advantage as a result of this. In addition, organisations must be willing to give employees the space and time “to think, to explore, to research, and maybe even to sleep on it, as well as the spaces to meet, talk and create with others”, and Snowden (2003) emphasises that real knowledge sharing takes place in a shared social context.
Review: 49 words
This article is very straightforward and easy to understand. Knowledge Management seems to be broader than what others often think. On the other hand, some people tend to keep their knowledge to themselves, in order to feel more important and responsible – this eventually limits the scope of knowledge sharing.
This article is very straightforward and easy to understand. Knowledge Management seems to be broader than what others often think. On the other hand, some people tend to keep their knowledge to themselves, in order to feel more important and responsible – this eventually limits the scope of knowledge sharing.
By Anh Thu Le - Knowledge Regiment group
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