Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage: Identifying Competitive Advantage

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Harorimana, Deogratias
IGI Global, Aug 31, 2009 - Education - 464 pages
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Strategists describe networking and being able to access knowledge as the leading path to gaining a competitive advantage.

Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage gathers contributions of scholars from multi-disciplinary fields to illustrate, compare, and discuss models, perspectives, and approaches involved in the distribution, administration, and transmission of knowledge across organizations. Containing research from leading international experts, this defining reference collection offers diverse viewpoints and depicts possible trajectories of future development in achieving competitive advantage.

 

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Contents

The Impact of Culture on theApplication of the SECI Model
26
Some Lessons for Researchersand Practitioners
48
Cultural Knowledge as Capital
60
Potentials for Externalizing andMeasuring of Tacit Knowledgewithin Knowledge Nodes in theContext of Knowledge Networks
84
Toward a Living SystemsFramework for UnifyingTechnology and KnowledgeManagement OrganizationalCultural and Economic Change
108
A Conceptual Model for Collaboration
134
Impact of OrganizationalCulture on KnowledgeManagement inHigher Education
152
A Contextual Perspective Based on theImplementation of Medical Protocols
180
Managing Sharing andTransferring the Knowledge
230
Cultural Implications forCompetitive Advantage
252
A Theoretical Perspective and PracticalLessons from a Failed CrossBorderKnowledge Transfer Initiative
277
The Impact of Cultureon UniversityIndustryKnowledge Interaction inthe Chinese MNC Context
295
An Empirical Study
321
A Case Reviewed
355
References
369
Index
425

Knowledge CulturesCompetitive Advantage andStaff Turnover in Hospitality inAustralias Northern Territory
203

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About the author (2009)

Deogratias Harorimana completed his PhD in knowledge management around the topic of the role of gatekeepers in the knowledge creation and transfer process at Southampton Solent University and Nottingham Trent University following an earlier undergraduate at Southampton Solent University-then, called Southampton institute. Recently, Dr. Harorimana became the deputy chief executive officer (CEO) in charge of human capital and institutional development within the newly created Rwanda Development Board (RDB). Previously, Dr. Harorimana was a lecturer on knowledge and competitiveness, information management at Southampton Solent University (UK). Prior to that, Deo worked in the Viva Group in its arm of healthcare insurance. He has been chair of the Royal Geographical Society of Great Britain research group (post graduate forum) since 2006. He became a committee member on the Research and Higher Education Division of the Society in 2007. In 2006, he became an executive committee member (ACL Ltd) and programme co-chair for the 9th European Conference on Knowledge Management (Southampton, UK). Dr. Harorimana has published books and journal articles and regularly speaks at internationally respected academic and practitioner’s knowledge management conferences in the area of knowledge management in general, particularly on knowledge networks, knowledge gatekeepers, identity and culture, impact of culture on knowledge transfer, and indigenous knowledge management. [Editor]

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