The Knowledge Enterprise

10.1142/p964 ◽  
2014 ◽  
Author(s):  
Edward Huizenga
Keyword(s):  
Knowledge Enterprise

Academic Career-Making in the Era of Globalizing Knowledge and a Globalized Knowledge Enterprise: Demands on Individuals and Constraints over Individuality

2019 ◽  
Vol 5 (2) ◽  
pp. 147-162
Keyword(s):  
Social Isolation ◽  
Social System ◽  
Academic Career ◽  
Social Process ◽  
Academic Careers ◽  
It Impacts ◽  
Knowledge Enterprise

Academic career-making in the era of globalizing knowledge and a globalized knowledge enterprise is not only an individual undertaking but also a social process. It impacts individual academicians as they meet requirements, secure resources, find opportunities, follow procedures, and build structures to make their careers. It has consequences for society as it establishes institutions, opens markets, provides media, creates values, and enforces rules to connect individual academicians and their products to the larger social system. This paper explores academic careers, and career-making as knowledge and the knowledge enterprise become globally hegemonic. Specifically, it examines how academic career-making makes demands on individuals in the form of brainwashing, emotion rechanneling, life-simplifying, and social isolation. It also investigates how academic careers place constraints over individuality by way of socialization, massing, fashion, and lifestyle. Received 16th October2018; Revised 10th April 2019; Accepted 20th April 2019

scholarly journals The Expression of Power in ICT's Knowledge Enterprise

2020 ◽  
Author(s):  
Richard Canevez ◽  
Carleen Maitland ◽  
Soundous Ettayebi ◽  
James Shaw ◽  
Charlene Everson ◽  
...  
Keyword(s):  
Knowledge Enterprise

Designing the Knowledge Enterprise: Beyond Programs and Tools

2002 ◽  
Vol 31 (2) ◽  
pp. 134-150 ◽  
Author(s):  
SUSAN A. MOHRMAN ◽  
DAVID FINEGOLD ◽  
JANICE A. KLEIN
Keyword(s):  
Knowledge Enterprise

scholarly journals Building Learning Culture Towards A Learning Organization to Empower Employee’s Knowledge

2010 ◽  
Vol 1 (2) ◽  
pp. 1196
Author(s):  
Maryani Maryani ◽  
Marihut Donna ◽  
Nilam Hapsari
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Learning Organization ◽  
Learning Culture ◽  
Sustainable Growth ◽  
Global Level ◽  
Knowledge Enterprise

This paper contains the application of knowledge management in PT Unilever to create a learning culture within the organization. Which consists of: knowledge sharing, informal sharing, online sharing and other sources. With the implementation of cultural sharing between employees, the module is already owned by PT Unilever as many as 250 modules. With the application of Knowledge Management PT Unilever awarded a global level, the Most Admired Knowledge Enterprise (MAKE) Award in the year 2005-2007 to the level of Indonesia and 2008 for the Asian level. In the end, knowledge-owned companies, creating a good performance by individuals or companies, and will create sustainable growth for the company. Sustainable growth is what is expected by the whole company in running its business activities. 

The Knowledge Enterprise

10.1142/p117 ◽  
2000 ◽  
Author(s):  
J Friso den Hertog ◽  
Edward Huizenga
Keyword(s):  
Knowledge Enterprise

University-Based Knowledge Product Outsourcing Model

2013 ◽  
Vol 8 (2) ◽  
Author(s):  
Dave E. Marcial
Keyword(s):  
Product Design ◽  
Business Process ◽  
Process Model ◽  
Third Party ◽  
It Outsourcing ◽  
Business Sector ◽  
Unique Approach ◽  
Knowledge Enterprise ◽  
The University ◽  
Operation And Management

Outsourcing is not new in this ever changing world. It refers to the process of subcontracting a process, such as product design or manufacturing, to a third-party company. Today, the IT outsourcing industry has matured. This paper highlights about outsourcing with emphasis on its scope of operation, importance and impact in the business process and industry in general. This paper describes the unique approach in a university-based knowledge product outsourcing. It presents a discussion on the different resources in the operation and management of the university-based knowledge enterprise. The inception stage in the development of the outsourcing model is also described in this paper. The outsourcing process model presented in this paper highlights the following: faculty and staff as the knowledge provider, infrastructure as the outsourcing facility, business sector as the knowledge seeker, University-based as the business process, and product cost and income as the sharing of limited practice of profession. This paper further describes the features in the development of an online knowledge product outsourcing as a platform for an innovative knowledge enterprise.

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