Activating Knowledge Through Electronic Collaboration: Vanquishing The Knowledge Paradox
Electronic collaboration has become a driver for productivity as organizations develop linkages for the planning, sourcing and execution of goods and services. These organizations require mechanisms to harness the diverse and personalized intellectual resources that are distributed across the world. While electronic collaboration technologies have made it possible to harness intellectual resources across space and time, knowledge management is locked in a paradox of perception – the more valuable a knowledge resource is seen to be the less it is shared. This paper develops framework for the activation of knowledge that relies on a view of knowledge-as-identity. The analysis of a case study reveals “activation effects” that delineate processes in which electronic collaboration technologies can be most effective. This has implications for the creation of collaborative work environments that enhance activation in organizations.
|accountable knowledge, activation, autonomous knowledge, discretionary knowledge, knowledge paradox, knowledge-as-identity|
|Information and Product Quality; Standardization and Compatibility (jel L15), Business Administration and Business Economics; Marketing; Accounting (jel M), Production Management (jel M11), Transportation Systems (jel R4)|
|ERIM Report Series Research in Management|
|Organisation||Erasmus Research Institute of Management|
Qureshi, S, & Keen, P. (2004). Activating Knowledge Through Electronic Collaboration: Vanquishing The Knowledge Paradox (No. ERS-2004-058-LIS). ERIM Report Series Research in Management. Retrieved from http://hdl.handle.net/1765/1473