Knowledge management in future organizations

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The Workplace of the Future

The Fourth Industrial Revolution is a global development that shows no signs of slowing down. In his book, The Workplace of the Future: The Fourth Industrial Revolution, the Precariat and the Death of Hierarchies, Jon-Arild Johannessen sets a chilling vision of how robots and artificial intelligence will completely disrupt and transform working life. The author contests that once the dust has settled from the Fourth Industrial Revolution, workplaces and professions will be unrecognizable and we will see the rise of a new social class: the precariat. We will live side by side with the 'working poor' – people who have several jobs, but still can’t make ends meet. There will be a small salaried elite consisting of innovation and knowledge workers. Slightly further into the future, there will be a major transformation in professional environments. Johannessen also presents a typology for the precariat, the uncertain work that is created and develops a framework for the working poor, as well as for future innovation and knowledge workers, and sets out a new structure for the social hierarchy. A fascinating and thought-provoking insight into the impact of the Fourth Industrial Revolution, The Workplace of the Future will be of interest to professionals and academics alike. The book is particularly suited to academic courses in management, economy, political science and social sciences

Service innovation: suggesting a typology of service innovation

This paper outlines and discusses a typology of service innovation which encompasses four types of service innovation. The typology emerges from a combination of two service concepts, those of service orientation and competitive environments. The innovation types are conceptualized as neglected, imitative, defensive and offensive service innovations. The types are discussed, and the paper shows that the offensive service innovation type is required in order to be successful in the development of service innovation in service enterprises.publishedVersio

Service innovation: suggesting a typology of service innovation

Source at: https://www.businessperspectives.org/index.php/journals/problems-and-perspectives-in-management/issue-42/service-innovation-suggesting-a-typology-of-service-innovationThis paper outlines and discusses a typology of service innovation which encompasses four types of service innovation. The typology emerges from a combination of two service concepts, those of service orientation and competitive environments. The innovation types are conceptualized as neglected, imitative, defensive and offensive service innovations. The types are discussed, and the paper shows that the offensive service innovation type is required in order to be successful in the development of service innovation in service enterprises

Innovations in the global knowledge economy: consequences for organizations

https://www.businessperspectives.org/index.php/journals/problems-and-perspectives-in-management/issue-4-cont-3/innovations-in-the-global-knowledge-economy-consequences-for-organizationsThe authors know with a high degree of certainty that when new knowledge emerges, innovations in organizations will be created and economic growth stimulated in the global knowledge economy. The question the authors will examine is: How might a move from industrial knowledge clusters to global knowledge clusters impact on the development of innovations in organizations? The question is answered by means of a discussion of three components that the authors, supported by knowledge and innovation theory, conceptualize as ‘new knowledge’, ‘global knowledge clusters’ and ‘new global markets’. In the paper, the authors discuss how these three components are the prime driving forces that have consequences for innovations in organizations. The authors suggest a conceptual model that depicts the interactive links between the three components. The contribution is threefold. The first element is related to the development of new knowledge and expertise, the second element to the development of global knowledge clusters (of expertise), and the third element to an enhanced understanding of the new global market that is emerging. The originality of the study lies in the conceptualization of new constructs and a thorough discussion of three components that, the authors opine, may impact the development of innovations in organizations that are influenced by changes in the global knowledge economy.publishedVersio

Knowledge management in future organizations

The question addressed in this paper is linked to the future of knowledge management. The problem is that we don’t know how knowledge resources will benefit the organization of the future. The purpose in this article is to give some tentative answers to knowledge management, organizational design and leadership issues in the global knowledge economy

Systemic value creation in knowledge organizations: Aspects of a theory

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Innovative leadership in organizations: The road to innovation performance

Organizations often experience problems and challenges due to the development of rigid bureaucratic rules and procedures, which may represent obstacles to creativity and innovation. In a global knowledge economy, innovation is an important competitive parameter. Consequently, anything that may stimulate innovation in an organization’s creative energy fields is valuable. This paper addresses one question: What management roles of an innovation leader may enhance the development of innovation in an organization’s creative energy fields? Methodology used is conceptual generalization. The article suggests, clarifies and discusses four roles of an innovation leader’s that may have a positive impact on an organization’s innovation performance in creative energy fields. The roles are conceptualized as “the innovation leader as an expert”, “the innovation leader as a reputation builder”, “the innovation leader as a relationship builder”, and the “innovation leader as a creative change force”. The article argues how these four roles are important in promoting innovation in organizations. By doing this, the article contributes to the extant knowledge on how four different roles of an innovation leader’s may enhance an organization’s innovation performance in creative energy fields.publishedVersio