Knowledge Management in Knowledge Intensive Service Networks: A Strategic Management Perspective

Knowledge is the key to gaining and sustaining competitive advantage. Driven by a change in consumer needs towards “comprehensive service solutions”, more and more services are offered through networks. By so doing, individual firms can concentrate on their distinctive competencies and by combining these with those of partner firms such a network is able to offer complex, knowledge-intensive services at high quality and at reasonable prices. It is clear that the success of such knowledge intensive service networks depends strongly on the effective and efficient combination and use of the distinctive competencies of the network partners. That ability to combine and use distinctive competencies represents the core competency of the network as a whole. Understanding knowledge as a key resource for those distinctive competencies the combination problem can be seen as a knowledge management problem. The main contribution of this paper is to analyze knowledge management in service networks. We use a strategic management approach instead of a more technology-oriented approach since we believe that managerial problems still remain after technological problems have been solved. Therefore the question arises how to guarantee an effective and efficient combination and utilization of the distributed knowledge in knowledge-intensive service networks. The objective of this paper is to analyze the problems concerning the management of knowledge in service networks. It outlines possible solutions for these knowledge management problems in order to provide sustaining competitive advantage for the network as a whole.knowledge management, networks, knowledge-intensive services

Socio-technical paths and crossings in business development

In this paper an evolutionary model of business development is proposed, which links cooperationbetween organizations and their exchanges to path dependence and crossings.While the concept of path dependence restricts action to the exploitation of the existing path, theconcept of crossings emphasizes that within existing structures there are opportunities to take an otherpath. In a case study, over a period of twelve years the business development of a firm and itsevolving network relations are described. To find out if a firm can change is taken path, the conceptsof path dependence and crossings are explored along the cycle of development

Towards a Model of Designing an Organizational Structure in a Knowledge Based Society

The role of the manager in the knowledge society is to lead, in a productive and cost effective manner, a system that is at the crossroads of three worlds: the environment, the human and the organization. To ensure the continuity of the organization, the manager must choose an appropriate structure that would enable it to increase productivity, improve quality of goods and maintain the motivation, satisfaction and involvement of the human factor. Changes promoted by the influences of organizational theories and knowledge management have resulted in reducing the emergence of hierarchical levels, formal control, in a low degree of formalization in general and in the emergence of deconstructed forms. The concept of organizational design is promoted by structuring the organization and seeks to ensure consistency among strategy, structure and incentive systems of the organization, an idea which also represents the basis of the organizational perspective imposed by Mintzberg(1990). This paper builds upon the three main theories that have influenced the design of organizational structure and proposes an integrated model that takes into account the changes promoted by knowledge management and aims at satisfying human resources quantification.structure, organizational design, knowledge management, contingency, model, approach

Inferring Social Status and Rich Club Effects in Enterprise Communication Networks

Social status, defined as the relative rank or position that an individual holds in a social hierarchy, is known to be among the most important motivating forces in social behaviors. In this paper, we consider the notion of status from the perspective of a position or title held by a person in an enterprise. We study the intersection of social status and social networks in an enterprise. We study whether enterprise communication logs can help reveal how social interactions and individual status manifest themselves in social networks. To that end, we use two enterprise datasets with three communication channels --- voice call, short message, and email --- to demonstrate the social-behavioral differences among individuals with different status. We have several interesting findings and based on these findings we also develop a model to predict social status. On the individual level, high-status individuals are more likely to be spanned as structural holes by linking to people in parts of the enterprise networks that are otherwise not well connected to one another. On the community level, the principle of homophily, social balance and clique theory generally indicate a "rich club" maintained by high-status individuals, in the sense that this community is much more connected, balanced and dense. Our model can predict social status of individuals with 93% accuracy.Comment: 13 pages, 4 figure

Virtual HR Departments: Getting Out of the Middle

In this chapter, we explore the notion of virtual HR departments: a network-based organization built on partnerships and mediated by information technologies in order to be simultaneously strategic, flexible, cost-efficient, and service-oriented. We draw on experiences and initiatives at Merck Pharmaceuticals in order to show how information technology in establishing an infrastructure for virtual HR. Then, we present a model for mapping the architecture of HR activities that includes both internal and external sourcing options. We conclude by offering some recommendations for management practice as well as future research