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

Front Cover
Harorimana, Deogratias
IGI Global, Aug 31, 2009 - Education - 464 pages
0 Reviews

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.


What people are saying - Write a review

We haven't found any reviews in the usual places.


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

Knowledge CulturesCompetitive Advantage andStaff Turnover in Hospitality inAustralias Northern Territory

Other editions - View all

Common terms and phrases

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]

Bibliographic information