Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 5 of 5
Full-Text Articles in Business
Stickiness In Knowledge Transfer, Margret Schuller
Stickiness In Knowledge Transfer, Margret Schuller
Faculty of Business - Papers (Archive)
Stickiness is a metaphor for the difficulties encountered in transferring knowledge. The concept of stickiness is first mentioned by Von Hippel (1994), who used the term to describe the costs in accessing and sharing information for technical innovation due to the fact that knowledge is socially embedded within the organisation and its practice. The way information is encoded is typically different from how it is socially embedded. As Nonaka (1995) argued, some knowledge systems are explicit whereas others are tacit. As the cost of encoding information, which is tacit, or socially embedded, increases, stickiness also increases.
The Use Of Grounded Theory In Research: Knowledge Sharing In The Australian Film Industry, Michael Jones, Irit Alony
The Use Of Grounded Theory In Research: Knowledge Sharing In The Australian Film Industry, Michael Jones, Irit Alony
Faculty of Business - Papers (Archive)
Selecting the most appropriate research method is one of the most difficult problems facing a researcher. Grounded Theory is presented here as a method of choice as it is. This paper tracks a Grounded Theory research project undertaken to study the phenomena of collaboration and knowledge sharing in the Australian Film Industry. The detailed, rigorous, and systematic approach of the theory Grounded Theory also permits flexibility and freedom rendering Grounded Theory suitable for the investigation of complex multifaceted phenomena. Grounded Theory is also well equipped to explore socially related issues. This cha pter describes the techniques, utility, and ease of …
Building New Knowledge Frameworks For Productive Organisations, Kathryn Crawford
Building New Knowledge Frameworks For Productive Organisations, Kathryn Crawford
Faculty of Business - Papers (Archive)
In the 21st century, most organisations in the public and private sector are in the process of adapting their stand-alone more specialist historical arrangements to an emerging work context that is increasingly fast moving, interconnected, and multidisciplinary. The global context for organisational decision making is also multi-cultural, highly mobile, and increasingly places demands for collaborative approaches to becoming or remaining competitive. These changes are stimulating new strategies for checking interpretations, creating feedback loops and impact checks, and new efforts to design work contexts for high levels of engagement, devolved authority to specialist teams, and new responsibilities for leaders. In Australia, …
Supporting Organizational Agility In A Software Company Through Boundary Spanning And Knowledge Brokering, Christoph Rosenkranz, Karlheinz Kautz
Supporting Organizational Agility In A Software Company Through Boundary Spanning And Knowledge Brokering, Christoph Rosenkranz, Karlheinz Kautz
Faculty of Business - Papers (Archive)
We demonstrate how boundary spanning and knowledge brokering as a dual approach support the organizational agility of a software development company. We present the case of an organizational unit whose members engage in both activities within as well as between the company and its environment. We analyze the team's and its members' approach and identify well functioning practices as well as challenges and problems and contribute to an improved understanding of an intertwined strategy of boundary spanning and knowledge brokering to provide a balancing mechanism between flexibility and stability, which characterize organizational agility to effectively respond to changes in the …
Modes Of Knowledge Sharing Between Groups, Joseph Meloche, Helen Hasan
Modes Of Knowledge Sharing Between Groups, Joseph Meloche, Helen Hasan
Faculty of Business - Papers (Archive)
The inspiration for this work comes from a research consultancy project aimed at assessing the use of the web to enhance communication between two groups, namely, teams of clinicians and the families of patients in Intensive Care Units (ICU). As this project unfolded, the challenge of enabling knowledge sharing between these two disparate groups was encountered. In the ICU situation the patient usually does not have the capacity to contribute to their healthcare choices so that decisions have to be made on their behalf using the combined knowledge of the clinicians and the patient's family. The situation is made more …