Tulisan saya bersama Ozcan Saritas tentang “menerawang masa depan”, tampil di jurnal bergengsi (bintang 3) Technological Forecasting and Social Change – TFSC (Vol 79 (3) March 2012, Pages 509–529). Tulisan ini adalah analisis lebih lanjut tentang data yang kami gunakan dalam paper tahun 2009 ketika kami menggabungkan Network Analysis dengan foresight. Kalau dalam paper 2009 kami lebih berkutat pada metodologi, maka pada paper ini kami berfokus pada data dan interpretasinya.
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! :-)
Last year, among the students I was supervising, was a brilliant student from Indonesia who finally got her MSc with distinction: Mirta Amalia. Her dissertation explored and investigated the ways in which a multinational company susbsidiary devised and implemented the knowledge management strategy. It was a very interesting dissertation. She found fascinating empirical data on the importance of “enabling session” which was arguably vital in the process of tacit knowledge transfer within the company. However, she noted that this scheme was at large at risk as there had been no clear prioritisation.
I can keep on and on and on talking about her dissertation, but I’d better stop here. Contact her directly if you want to read her intriguing dissertation. What I want to say is that the way she formulated and wrote the dissertation was quite sophisticated and I thought the dissertation should not stop there. So I encouraged her to build on that work and write papers.
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.