The effects of culture, attitudes and perceptions on industrial cluster policy – the case of Russia

Culture, attitudes and perceptions have an underappreciated effect on industrial cluster policies particularly in transition economies, where long-established local social norms are confronted with hard-pressed external imperatives. This paper examines the impact of cultural and governmental peculiarities in the Russian context on the development of Special Economic Zones and Industrial Parks. Based on some stylised facts about the Russian context, in-depth interviews and surveys of the managing companies and tenants of all industrial clusters in Russia, we find cultural and governmental characteristics emerge as major influences on the effective development of industrial cluster policies. We develop an adapted industrial cluster model that accommodates these factors and suggests a policy pathway for mitigation

Internalised Values and Fairness Perception: Ethics in Knowledge Management

This chapter argues for ethical consideration in knowledge management (KM). It explores the effect that internalised values and fairness perception have on individuals’ participation in KM practices. Knowledge is power, and organisations seek to manage knowledge through KM practices. For knowledge to be processed, individual employees—the source of all knowledge—need to be willing to participate in KM practices. As knowledge is power and a key constituent part of knowledge is ethics, individuals’ internalised values and fairness perception affect knowledge-processing. Where an organisation claims ownership over knowledge, an individual may perceive being treated unfairly, which may obstruct knowledge-processing. Through adopting ethical KM practices, individual needs are respected, enabling knowledge-processing. Implications point towards an ethical agenda in KM theory and practice

DDG 1000 vs. DDG 51: an analysis of U.S. Navy destroyer procurement

MBA Professional ReportThe research presented is a comparative analysis of DDG 51 and DDG 1000 Destroyer programs in terms of acquisition strategy, cost structure and capability. The DDG 51 is arguably the most successful surface ship program in modern U.S. Navy history with sixty-two ships purchased between FY 1985 to FY 2005. DDG 51's success can be attributed to excellence in multiple warfare areas, predictable cost structure and the use proven technologies that were incrementally upgraded. The DDG 1000 has been in development since the mid 1990s and has been the subject of harsh criticism due to cost overruns and the slow maturation of critical technologies. Recently, despite years of support from Navy shipbuilding officials, the Chief of Naval Operations requested that the DDG 1000 program be truncated to two ships in order to clear the way for the purchase of eight additional DDG 51s between FY 2010 and FY 2015. The Navy based its reasoning primarily on emerging threats that the DDG 1000 was not able to deter. The research supports the Navy's recommendation to truncate the DDG 1000 program at two ships and reopen DDG 51 production lines. The DDG 51's versatility and established cost structure brings the Navy closer to its goal of 313 ships while ensuring the ability to counter emerging threats. The DDG 1000, despite its impressive new technologies, simply did not add enough capability to warrant its excessive cost growth. The DDG 1000 program, however, was not a waste of time or money. The DDG 1000 will provide the Navy with increased capability in the littorals and serve as a technological test platform that will bridge the gap to future classes of surface ships.http://archive.org/details/ddgvsddgnnalysis1094510304Approved for public release; distribution is unlimited

Is knowledge enough? The case for research that leads to a better world

This paper draws on phronesiology to reflect on an empirical study of wisdom and it contribution to management decision-making. Phronesiology is a wisdom-based research approach to management and organizational studies that contrasts with traditional epistemic methodologies. By reflecting on a recently completed empirical research project, this paper seeks to make the case that research can, as a matter of principle and choice, serve the purpose of building a better world. The paper concludes with phronetic reflective questions for the consideration of organizational and management researchers

Discovering and articulating what is not yet known: using action learning and grounded theory as a knowledge management strategy

PURPOSE - To provide a conceptual model for the discovery and articulation of emergent organizational knowledge, particularly knowledge that develops when people work with new technologies. DESIGN/METHODOLOGY/APPROACH - The model is based on two widely accepted research methods - action learning and grounded theory - and is illustrated using a case study of virtual team leadership, which investigated how virtual team leaders developed relationships with their virtual team members. FINDINGS - The article demonstrates how action learning and grounded theory - two widely accepted research methods - can be used to discover and articulate new organizational knowledge. PRACTICAL IMPLICATIONS - The model allows organizations to gain practical and highly current experiential knowledge from employees working in novel situations, including those using new organizational processes and technologies. Such knowledge can provide competitive advantage. ORIGINALITY/VALUE - The article contributes to the areas of knowledge management and particularly organizational learning by providing a method that maps how organizations can learn from novel situations involving people and technology