Knowledge Management and Business Model Innovation
Idea Group Inc (IGI), Jan 1, 2001 - Business & Economics - 453 pages
We are living in interesting times characterized by increasing digitalization of business enterprises in a global interconnected knowledge economy. With waning euphoria about the first wave of digital e-business enterprises and a sobering dot-com stock market, business model innovation is being recognized as the key enabler that can unleash value creation for new digital enterprises. In contrast to traditional factors of production, knowledge assets and intellectual capital are expected to play a dominant role in determining both valuation and value-creation capabilities of most new age enterprises. Not surprisingly, Knowledge Management for Business Model Innovation is anticipated to be the mantra for survival, competence and success of Net enterprises as well as traditional brick-and-mortar enterprises faced with the challenge of transforming their business models into and beyond click-and-mortar companies.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Cases Technologies and Opportunities
G Strategies for Healthcare Information SystemsRobert Stcgwee Ernst Young and
Organizational Behavioral and Technological Aspects
G Information Technology Evaluation Methods and Management Wim Van Grembergen
activities ambiguity business model capabilities chapter collaboration communication competitive advantage complexity concept context coordination core competencies corporate create culture Cybercentrism discussion document dynamic economic effective employees enterprise environment evaluation explicit knowledge external factors firm firm's future global goal Harvard Business Harvard Business School human capital identified important individual industry information systems information technology information-processing innovation intangible integration intellectual capital interaction internal Internet intranet Journal knowl knowledge creation knowledge management Knowledge Matrix Knowledge Resources knowledge sharing knowledge value knowledge workers knowledge-based leadership Malhotra measures ment metabusiness mobile Nonaka organizational knowledge organizational learning participants partners performance perspective potential practices problem proposed model relationships resource-based view role Sampo social strategy structure tacit knowledge Takeuchi telecommuting theory tion traditional valuation virtual organizations virtual teams work-family conflict