Organisations nowadays have been faced with the challenges of managing increasingly more complex activities in the knowledge-based economy. As Castells (2000) suggests, knowledge economy is characterised as being informational, global and networked. In his view, information and knowledge plays an important role in modern economy, giving new perspective to the works of some earlier economists who had already hinted this issue, such as Marshall (1965), Hayek (1945) and Schumpeter (1951, 1952). The consequence of this is clear: organisations working in knowledge economy cannot but conceive themselves as learning agents capable of creating and managing knowledge to achieve their purpose (Antonelli, 2008).
by Yanuar Nugroho and Mirta Amalia
Manchester Business School (MBS) Working Paper No. 600
Manchester Institute of Innovation Research (MIOIR) Working Paper No. 56
This paper is currently under review in the International Conference of Knowledge Management and Information Sharing (KMIS), part of IC3K (International Joint Conference on Knowledge Discovery, Knowledge Engineering and Knowledge Management), Valencia, Spain 25-28 October 2010, and is being revised for a journal submission.
Civil society organisations (CSOs) have recently attracted much research attention, as they have become more central in social as well as economic and political dynamics, challenging and shaping the work of the state/public organisations and of the private institutions. Despite the fact that they are actually knowledge-intensive organisations, CSOs –like any other organisations– are faced with new challenges due to the advent of knowledge economy. Knowledge-capital in CSOs is highly diverse and this affects both the organisational performance and the civil society movement within which they are part of. Most of the knowledge in CSOs that has been driving and characterising civil society activities and realms is tacit in nature and is largely unmanaged. Consequently, in the long run, the organisations and their movement often become unstable despite efforts to manage their activities. We use the works of Polanyi and Nonaka to help address this problem and conceptualise the corpus of knowledge in CSOs. To anchor this conceptualisation, we feature the case of Indonesia where CSOs in a latecomer economy have been significantly influencing the work of public and private sectors. We find that managing tacit knowledge has been crucial to sustain the engagements with beneficiaries and networks. We propose taxonomy to understand different types of knowledge in CSOs and suggest a guiding principle to strategically manage it.
available for download from here
Comments are most welcome! :-)
Purpose – A particular feature that makes foresight powerful is its capability to learn from past trends to help guide decision-making for future policy. However, in studying both past and future trends, network perspectives are often missing. Since networks are capable of revealing the structure that underpins relationships between stakeholders, key issues and actions in the past, they are powerful to help envisage the future. The purpose of this paper is to propose a methodological framework to incorporate network analysis in foresight.
Design/methodology/approach – The paper develops a generic framework to incorporate network analysis into foresight’s five stages. Trends identified by respondents of the Big Picture Survey are used to demonstrate how we operationalize this framework.
by Jennifer Hayden and Yanuar Nugroho
Manchester Institute of Innovation Research, University of Manchester, United Kingdom
Global venture capital has been hit hard by the recession, dampening the prospects for many would-be start-ups at just the time when job creation and innovation are badly needed. Venture capital plays a critical role in funding the risky, early stages that other forms of finance often shy away from. Fund managers bring a mix of expertise and capital to guide a good idea to fruition with the goal of reaping large pay-offs at the IPO, but more often than not the venture fails – a risk that traditional funding bodies will not take on board. The success of the venture capital industry is important because it acts as a catalyst for innovation in the economy and can be critical in bringing course-altering technologies to the fore1. It is promising then that global venture capital is addressing itself to the grand challenge of climate change through its support of green technologies.
The Jakarta Post, OPINION & EDITORIAL – Tuesday, August 12, 2003
Recently my old laptop was seriously attacked by a worm virus called W.32Yaha@mm. The computer became slow and the virus started sending unauthorized emails, spreading the virus to all the people in my address book.
Almost instantly, I activated the “update” of my Anti-Virus software to prevent further damage and to destroy the virus. My attempt failed. An error-message was displayed on my screen stating, “Your Anti-Virus has expired”.