With the increasing pace of change and global competition that dominates the services market a demand for an efficient and lean structure, but at the same time a creative organisation is called for. Organisations within the services market referred to as professional services organisations (PSOs) are therefore eagerly searching for improved ways of managing these rather contrasting issues. Prof...

 We argue that strategic organizational change is best viewed as a multidimensional phenomenon consisting of various degrees of environmental structure and internal conscious awareness. And, by combining this conceptualization of change with a model of organizational knowledge transfer developed by Nonaka and Takeuchi (1995), we gain a better understanding of the types of change strateg...

This research discusses the interactive synchronous e-learning system and its implications for corporate knowledge management. Using a case study of a Taiwanese Telecom company, qualitative data was gathered on the architecture, mechanisms, and KM implications of an interactive synchronous e-learning system in a business context. Following a case analysis, the summarization of the key contribut...

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Organizational culture has a considerable impact on investment and acceptance of a new technology system such as knowledge management and especially it can be led to success or failure of knowledge management programs in organization. According to scientific evidences, human characteristics are effective on knowledge management and the process of knowledge management by people contains their pe...

Increasingly, knowledge is recognized as a critical asset, where a firm or an individual’s competitive advantage flows from a unique knowledge base. The subsequent degree to which knowledge is then recognized and valued as a resource, has been the theme of many papers on competitive advantage (Prahalad and Hamel, 1990; Barney, 1991; D’Aveni, 1994; Teece and Pisano, 1994; Spender, 1996; Nonaka a...

The management of knowledge is frequently identified as an important antecedent of innovation (Antonelli, 1999; Carneiro, 2000; Dove, 1999; Nonaka & Takeuchi, 1995). However, very little empirical research has specifically addressed antecedents and consequences of effective knowledge management. Using data collected from 443 New Zealand firms, a knowledge management instrument, which comprises ...

In 1959 Penrose referred to the importance of knowledge for using resources more innovatively and profitably, and in the same year Drucker indicated greater value should be placed on knowledge workers. An article by Nonaka (1991) suggested that the source of lasting competitive advantage is knowledge. Since then there has been a growing interest in knowledge, and an emerging view that the shari...