Koordinationsmechanismen von verteiltem regionalen Wissen

[English title: Coordination mechanisms of distributed regional knowledge (Translate text to: English)]

Rimkus, M.
Wissenstransfer in Clustern. Eine Analyse am Beispiel des Biotech-Standorts Martinsried.
Wisbaden: Gabler, 2009. XIV, 126 S., ISBN: 978-3-8349-1427-9 (pbk)

Zus.: Wissen ist eine Schlüsselressource für erfolgreiche Unternehmen und dynamische Regionen. Gerade in räumlich konzentrierten Wertschöpfungssystemen entsteht jedoch ein Spannungsverhältnis zwischen kooperativer Wissensteilung und konkurrenzbezogener Wissensdiffusion. Ein aktives Wissensmanagement wird daher auch in der betriebswirtschaftlichen Forschung intensiv diskutiert.
Manuel Rimkus analysiert die verschiedenen Koordinationsmechanismen von disparat verteiltem Wissen am Beispiel des Biotechnologiestandorts Martinsried. Auf Basis organisationstheoretischer Konzeptionen sowie qualitativer Experteninterviews und einer Onlinebefragung untersucht er Einflussfaktoren eines effizienten Wissenstransfers in Clustern. Er zeigt, dass die Etablierung eines Wissensintermediärs und der langfristige Aufbau einer vertrauensvollen Wissensatmosphäre transaktionskostensenkend wirken. Die Akkumulation von Kundenwissen und die netzwerkbasierte Bündelung komplementärer Wissensressourcen lockern ebenfalls ökonomische Knappheitsrelationen.

Zielgruppe: Dozenten und Studenten der Betriebswirtschaftslehre mit den Schwerpunkten Management- und Organisationslehre sowie Clusterforschung; Regional- und Clustermanager, Fach- und Führungskräfte in wissensintensiven Branchen

Autor: Dipl.-Kfm. Manuel Rimkus ist Wissenschaftlicher Mitarbeiter im Bayerischen Staatsministerium für Wirtschaft, Infrastruktur, Verkehr und Technologie im Bereich Management grenzüberschreitender EU-Förderprogramme.

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(c) Gabler

International Journal of Innovation and Learning, 6 (1), 2009 – interesting articles

[Deutscher Titel: International Journal of Innovation and Learning, 6 (1), 2009 – interessante Artikel (Text übersetzen: Deutsch)]

International Journal of Innovation and Learning (IJIL)
Volume 6 – Issue 1 – 2009

External knowledge: the viewpoints from SMEs on organisational life cycles
Pekka Kess, Kongkiti Phusavat, Pensuda Jaiwong pp. 1 – 14

  • Abstract: An effective use of external knowledge can help Small- and Medium-sized Enterprises (SMEs) overcome many difficulties during various phases of its life cycle. The study’s overall goal is to define what external knowledge an SME needs to help strengthen business success. The interviews and surveys as well as the statistical analyses are applied. There are two different groups for SMEs when dealing with external knowledge: 1) the Idea and Growth phases; 2) the Start-up, Maturity and Decline phases. For example, SMEs at the Maturity and Decline phases need help and advice on Research and Development (R&D). The subjects on green productivity and clean technology could be specifically provided to SMEs at the Growth phase. The research’s findings provide potential benefits to several public agencies. The illustration from the viewpoint of the Department of Industrial Work (DIW) in Thailand, especially on the design of new training programmes is made.
    Keywords: small and medium-sized enterprises; SMEs; external knowledge; organisational life cycles; knowledge management; Thailand; training.
  • DOI (Link): 10.1504/IJIL.2009.021677

Measuring intellectual capital using fuzzy analytic hierarchy process
Hsin-Hung Chen pp. 51 – 61

  • Abstract: In this era of the knowledge-based economy, many enterprises employ intellectual capital to create their core competences. However, it is difficult to measure the contribution and value of intellectual capital. Most of the previous studies only proposed indicators for evaluating it. In order to objectively measure the value of a corporation’s intellectual capital, an evaluation process using fuzzy Analytic Hierarchy Process (fuzzy AHP) is proposed in this study. The intellectual capital of four high-technology companies in Taiwan is evaluated and discussed. The empirical results show that the intellectual capital of the corporations can be reasonably evaluated by this proposed method. Managerial implications are then discussed.
  • Keywords: analytical hierarchy process; fuzzy AHP; intellectual capital; innovation; intangible assets; learning; high technology; high tech companies; Taiwan; evaluation; measurement.
  • DOI (Link): 10.1504/IJIL.2009.021682

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The significant role of knowledge in managing project change

[Deutscher Titel: Die bedeutsame Rolle von Wissen bei der Handhabung von Projektänderungen (Text übersetzen: Deutsch)]

Sepani Senaratne; Martin Sexton
Managing construction project change: a knowledge management perspective
Construction Management and Economics, Volume 26, Issue 12 2008 , pages 1303 – 1311

Abstract: In the information age, organization theories have addressed problem-solving as an information-processing activity. However, in this era, with the realization of knowledge-based views of the organization, shared problem-solving is increasingly recognized as a knowledge creation trigger. During shared problem-solving, stakeholders bring different types of knowledge into the problem situation and it is captured, created and shared by the team members. In construction projects, shared problem-solving often takes place through pragmatic problem-solving on site, in particular, through managing project changes. However, this significant role of knowledge in managing project change is not well appreciated in the extant literature. Accordingly, to explore how knowledge is created during project changes in construction a case study approach was adopted using two change events in two collaborative settings within the UK construction industry. The case study findings revealed that different forms of knowledge are created during the project change process within construction projects. However, this knowledge remains largely tacit and does not disseminate to the wider organization due to imbalanced codification and personalization strategies existing in such settings. A knowledge management perspective is introduced to manage project change so that construction project teams can successfully resolve and learn from change events.

Keywords: Shared problem-solving; managing project change; construction projects; knowledge management

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(c) Routledge

A Knowledge Management view of e-learning

[Deutscher Titel: Eine Wissensmanagementsichtweise auf das e-Lernen (Text übersetzen: Deutsch)]

Abdulmajid Hissen Mohamed, Rana Ahmed Abuzaid, Rafa Mohamed Benladen
Opportunities and Challenges of the Knowledge Management Approach to E-learning: A Case Study in Al-Bayan Girls’ School, Kingdom of Saudi Arabia
The Electronic Journal of Information Systems in Developing Countries, Vol 35 (2008)

Abstract: The digital divide between developed and developing countries is increasing rapidly. However, a number of developing countries are striving to narrow this gap by enriching their societies through the introduction of ICT based business activities. Knowledge management and E-learning are examples of such ICT supported activities. Knowledge management applications are aimed to provide organizations with tools to manage their business knowledge, while the focus of e-learning has always been on managing the delivery of academic knowledge. Efforts to integrate both areas of research are lacking. This paper presents a knowledge management approach for e-learning applications. It highlights the joint characteristics of the two concepts and proposes a KM view of e-learning. The aim is to streamline the transfer of educational content among the stakeholders of a typical e-learning environment. The proposed approach has been implemented in the Kingdom of Saudi Arabia which is a developing country where many cultural issues have to be taken into consideration.

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(c) City University of Hong Kong

International Journal of Services Technology and Management, 10 (2-4), 2008 (Special Issue on Knowledge-Intensive Business Services)

[Deutscher Titel: International Journal of Services Technology and Management, 10 (2-4), 2008 (Spezial: Wissensintensive Dienstleistungen) (Text übersetzen: Deutsch)]

International Journal of Services Technology and Management (IJSTM)
Volume 10 – Issue 2/3/4 – 2008

Special Issue on Knowledge-Intensive Business Services (KIBS) (Guest Editors: Associate Professor David Doloreux, Associate Professor Mark Freel and Professor Emmanuel Muller)


152 – 174 Knowledge-Intensive Business Services (KIBS) as drivers of multilevel knowledge dynamics
Simone Strambach

175 – 189 Client-oriented multicompetence: the core asset in KIBS
Marja Toivonen, Saara Brax, Tiina Tuominen

190 – 210 The internal differentiation of the KIBS sector: empirical evidence from cluster analysis
Daniel Horgos, Andreas Koch

211 – 234 Managing and organising technical and scientific service firms: a taxonomy and an empirical study
Vittorio Chiesa, Federico Frattini, Raffaella Manzini

235 – 253 Intermediating between the international and local levels: business consultancy and advertising firms and their clients in Finland
Mika Kautonen, Anne Tuhkunen

254 – 272 Are KIBS more than intermediate inputs? An examination into their R&D diffuser role in Europe
Mercedes Rodriguez, Jose A. Camacho

273 – 298 Spatial agglomeration, technology and outsourcing of knowledge-intensive business services: empirical insights from Italy
Roberto Antonietti, Giulio Cainelli

299 – 317 Start-ups and innovation in the Vienna ICT sector: how important is the local cluster?
Franz Todtling, Lukas Lengauer, Michaela Trippl

318 – 329 A comparison of the effects of traditional production factors and sources of innovation on KIBS’ performance: an empirical study of Taiwanese IC design firms
Chun-Yao Tseng, Da Chang Pai

330 – 336 KIBS startups in the Stuttgart region: a surprisingly below-average rate?
Thomas Stahlecker, Emmanuel Muller

337 – 342 KIBS, perceptions and innovation patterns
Andrea Zenker, David Doloreux

343 – 348 Tracking knowledge angels: a research proposal
Emmanuel Muller

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