An innovation perspective of knowledge management in a multinational subsidiary

Journal of Knowledge Management, 15(1):71-87

1. Introduction

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).

Exploring Knowledge Management in Civil Society Organisations

Exploring Knowledge Management in Civil Society Organisations: Sustaining Commitment, Advancing Movement

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.

Abstract

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.

Full paper
available for download from here

Comments are most welcome! 🙂

Knowledge Management in Multinational Subsidiary in Indonesia: A lesson learned

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.