Forward!

This chapter includes guidance for learning from Sections 1 and 2 of the book, for applying such learning to the emerging knowledge phenomena discussed in Section 3, and for continuing to develop new knowledge about how the power of dynamic knowledge principles can be harnessed for competitive advantage in the technology-driven world. The authors summarize the principles developed in Section 1 of the book. As noted above, this supports principles-based learning, reasoning, and application. They next summarize the leadership mandates induced in Section 2 of the book. As noted above, this supports case-based learning, reasoning, and application. As an editorial note, this tenth chapter could be placed quite logically at the very end of the book (e.g., Chapter 15) instead of placing it here to close Section 2. However, the authors prefer this placement closer to the principles and mandates articulated in Sections 1 and 2. Nonetheless, the authors close Section 3, at the end of Chapter 15, with an agenda for future research.

Application Cases in Non-Profits

This chapter concentrates on knowledge flow diagnosis and intervention in the private, non-profit sector. The authors look at a national youth soccer organization. The discussion turns then to examine a local tennis club. The final case describes a nondenominational community church. In each case, they draw in part from secondary data sources for background. This should prove helpful to the reader who is interested in following up to consider more details than presented in this volume. The authors also draw considerably from their own research and personal experience to fill in missing information, and they apply principles and techniques of this book to contribute new insights through examination of knowledge flows in the cases. Each application case concludes with exercises to stimulate critical thought, learning, and discussion. In conjunction with the principles articulated in Section 1 of the book, the application cases explain how organizations from across a very wide range of sizes and domains both succeed and fail at harnessing dynamic knowledge; hence, through case-based reasoning, they provide both positive and negative examples for the leader and manager to use in comparison with his or her own organization.

Knowledge Technology

This chapter surveys several classes of technologies and indicates which kinds of knowledge flows are enabled and supported relatively better and worse by such technologies. The authors look at common problems associated with the most prevalent and prominent KM technologies and then discuss interactions between such technologies and the knowledge life cycle. The discussion turns subsequently to examine expert systems technology, which addresses knowledge directly. This is followed by a discussion of simulation technology, which enables the development of tacit knowledge through practice in virtual environments. The chapter concludes with five knowledge technology principles and includes exercises to stimulate critical thought, learning, and discussion. As a note, the authors do not consider the kinds of emergent knowledge phenomena enabled via social media technologies here, but they devote the whole of the book’s third section to this topic.

Cyberspace and Cloud Knowledge

Cyberspace and cloud computing represent emerging phenomena that are commanding tremendous interest and generating immense activity across organizations—corporate, government, military, non-profit, and others—today. Understanding how knowledge flows influence and are influenced by these phenomena is important for harnessing the power of dynamic knowledge principles for competitive advantage in our current, technology-driven and socially connected world. As discussed in Chapter 11, these phenomena have both technical (esp. involving information technology) and non-technical (esp. involving people and organizations) aspects, which come together through the process for productive and goal-oriented action. Indeed, the process is where the socio and the technical parts come together: how people in organizations employ technologies to perform goal-oriented activities. Because the process provides an action-focused interface between fast-moving technologies and comparatively slow-moving people and organizations, it governs the proliferation and change of emerging phenomena. As such, technologically enabled, organizational, knowledge, and work processes in particular are key to leveraging emerging phenomena for competitive advantage. In this chapter, the authors employ familiar principles for understanding and analysis of cyberspace and cloud computing as emerging knowledge phenomena.

Knowledge Assessment

This chapter focuses on assessing organizational performance with respect to knowledge flows. The authors look at several theoretical and practical bases for assessment and then discuss knowledge measurement, value analysis, and learning curves in some detail, including examples for illustration. The discussion turns subsequently to examine computational modeling of knowledge flows, which includes a detailed example for practical illustration. The chapter concludes with five knowledge flow assessment principles and includes exercises to stimulate critical thought, learning, and discussion.

Social Media Knowledge

Social media represents emerging phenomena that proliferates through military, government, corporate, and non-profit organizations, as well as tens of millions of households around the world. Politicians, entertainers, revolutionaries, grandparents, and grandchildren alike are all participating in various aspects of the social media phenomena. Understanding how knowledge flows influence and are influenced by these phenomena is important for harnessing the power of dynamic knowledge principles for competitive advantage in our current, technology-driven, and socially connected world. As discussed in Chapter 11, these phenomena have both technical (esp. involving information technology) and non-technical (esp. involving people and organizations) aspects, which come together, through the process, for productive and goal-oriented action. Indeed, the process is where the socio and the technical parts come together: how people in organizations employ technologies to perform goal-oriented activities. Because the process provides an action-focused interface between fast-moving technologies and comparatively slow-moving people and organizations, it governs the proliferation and change of emerging phenomena. As such, technologically enabled, organizational, knowledge, and work processes in particular are key to leveraging emerging phenomena for competitive advantage. In this chapter, the authors employ familiar principles for understanding and analysis of social media as emerging knowledge phenomena.

Virtual Worlds Knowledge

Virtual worlds represent emerging phenomena that continue to proliferate through military, government, corporate, and non-profit organizations as well as tens of millions of households. In addition to supporting immersive entertainment and online social interaction, virtual worlds are home to myriad serious applications that are changing the way people think about and work in organizations. Understanding how knowledge flows influence and are influenced by these phenomena is important for harnessing the power of dynamic knowledge principles for competitive advantage in our current, technology-driven, and socially connected world. As discussed in Chapter 11, these phenomena have both technical (esp. involving information technology) and non-technical (esp. involving people and organizations) aspects, which come together, through the process, for productive and goal-oriented action. Indeed, the process is where the socio and the technical parts come together: how people in organizations employ technologies to perform goal-oriented activities. Because the process provides an action-focused interface between fast-moving technologies and comparatively slow-moving people and organizations, it governs the proliferation and change of emerging phenomena. As such, technologically enabled, organizational, knowledge, and work processes in particular are key to leveraging emerging phenomena for competitive advantage. In this chapter, the authors employ familiar principles for understanding and analysis of virtual worlds as emerging knowledge phenomena.

Emerging Knowledge Phenomena

This introductory chapter outlines an approach to harnessing the power of dynamic knowledge principles for competitive advantage in our current, technology-driven and socially connected world. The authors begin their consideration of emerging phenomena here.

Knowing and Learning

This chapter discusses the concepts knowing, which involves knowledge in action, and learning, which involves knowledge in motion. Knowing and learning are tightly interrelated knowledge-based activities, which are connected strongly by the knowledge-based activity doing. The authors introduce each concept separately but weave together many of their dynamic interrelations in the organizational context. The chapter concludes with five knowing and learning principles and includes exercises to stimulate critical thought, learning, and discussion. This chapter builds upon and culminates all of its predecessors to complete the first section of the book.

Application Cases in Business

This chapter concentrates on knowledge flow visualization and analysis in the for-profit business sector. The authors look at an advanced-technology company involved with new-product development. The discussion turns then to examine an independent production company involved with a feature film. The third case involves a technology-transfer project between a university and a microelectronics company. In each case, they draw from secondary data sources for background. This should prove helpful to the reader who is interested in following up to consider more details than presented in this volume. The authors draw also from their own research and professional experience to fill in missing information, and they apply principles and techniques of this book to contribute new insights through examination of knowledge flows in the cases. Each application case concludes with exercises to stimulate critical thought, learning, and discussion. In conjunction with the principles articulated in Section 1 of the book, the application cases explain how organizations from across a very wide range of sizes and domains both succeed and fail at harnessing dynamic knowledge; hence, through case-based reasoning, they provide both positive and negative examples for the leader and manager to use in comparison with his or her own organization.