Knowledge management has become an important topic for the theory and practice of organisation management. Knowledge Coordination argues that coordination is a key factor for managing knowledge within organisations. By offering a clearcut conceptualisation of knowledge, it fills an important gap in the literature on knowledge management. Based on the authors' rational reconstruction of knowledge coordination for knowledge management, this text identifies techniques and conceptual tools to build systemic solutions to improve on corporate operational efficacy. Contrasts business strategies, and presents and discusses the tools to implement management systems based on each of the different strategies. Among these tools, the authors discuss ontological engineering, communities of practice and an original conceptual tool called Structure of Capability Providers. Covers topics including: Intelligent Agents for Knowledge Modelling Artificial Intelligence Ontologies Managing Capabilities Assessing Knowledge Coordination It will be highly popular with academic and industrial researchers who need to understand the current thinking in research of knowledge management. In addition it is aimed at senior undergraduate and postgraduate students in computer science and Information Technology and in particular researchers in knowledge engineering, artificial intelligence and agent based systems. Management and business professionals and those dealing with IT systems design and implementation will also find it useful.

Adam Smith and Friedrich Hayek saw the liberty principle as focal and accorded it strong presumption, but their wisdom invokes how little we can know. In Knowledge and Coordination, Daniel Klein re-examines the elements of economic liberalism. He interprets Hayek's notion of spontaneous order from the aestheticized perspective of a Smithian spectator, real or imagined. Klein addresses issues economists have had surrounding the notion of coordination by distinguishing the concatenate coordination of Hayek, Ronald Coase, and Michael Polanyi from the mutual coordination of Thomas Schelling and game theory. Clarifying the meaning of cooperation, he resolves debates over whether entrepreneurial innovation enhances or upsets coordination, and thus interprets entrepreneurship in terms of discovery or new knowledge. Beyond information, knowledge entails interpretation and judgment, emergent from tacit reaches of the "society of mind," itself embedded in actual society. Rejecting homo economicus in favor of the "deepself," Klein offers a distinctive formulation of knowledge economics, entailing asymmetric interpretation, judgment, entrepreneurship, error, and correction-and kinds of discovery-which all serve the cause of liberty. This richness of knowledge joins agent and analyst, and meaningful theory depends on tacit affinities between the two. Knowledge and Coordination highlights the recurring connections to underlying purposes and sensibilities, of analysts as well as agents. Behind economic talk of market communication and social error and correction lies Klein's Smithian allegory, with the allegorical spectator representing a conception of the social. Knowledge and Coordination instructs us to declare such allegory. Knowledge and Coordination is an authoritative take on how, by confessing the looseness of its judgments and the by-and-large status of its claims, laissez-faire liberalism makes its economic doctrines more robust and its presumption of liberty more viable.

"Why do beer commercials dominate Super Bowl advertising? How do political ceremonies establish authority? Why were circular forms favored for public festivals during the French Revolution? This book answers these questions using a single concept: common knowledge. Game theory shows that in order to coordinate its actions, a group of people must form "common knowledge." Each person wants to participate only if others also participate. Members must have knowledge of each other, knowledge of that knowledge, and so on. Michael Chwe applies this insight, with striking erudition, to analyze a range of rituals across history and cultures. He shows that public ceremonies are powerful not simply because they transmit meaning from a central source to each audience member but because they let audience members know what other members know. In a new afterword, Chwe delves into new applications of common knowledge, both in the real world and in experiments, and considers how generating common knowledge has become easier in the digital age." -- From the jacket.

The convergence of technologies and emergence of interdisciplinary and transdisciplinary modus of knowledge production justify the need for research that explores the disinterestedness or interconnectivity of the information science disciplines. The quantum leap in knowledge production, increasing demand for information and knowledge, changing information needs, information governance, and proliferation of digital technologies in the era of ubiquitous digital technologies justify research that employs a holistic approach in x-raying the challenges of managing information in an increasingly knowledge- and technology-driven dispensation. The changing nature of knowledge production for sustainable development, along with trends and theory for enhanced knowledge coordination, deserve focus in current times. The Handbook of Research on Records and Information Management Strategies for Enhanced Knowledge Coordination draws input from experts involved in records management, information science, library science, memory, and digital technology, creating a vanguard compendium of novel trends and praxis. While highlighting a vast array of topics under the scope of library science, information science, knowledge transfer, records management, and more, this book is ideally designed for knowledge and information managers, library and information science schools, policymakers, practitioners, stakeholders, administrators, researchers, academicians, and students interested in records and information management.

The future of the university as an open knowledge institution that institutionalizes diversity and contributes to a common resource of knowledge: a manifesto. In this book, a diverse group of authors—including open access pioneers, science communicators, scholars, researchers, and university administrators—offer a bold proposition: universities should become open knowledge institutions, acting with principles of openness at their center and working across boundaries and with broad communities to generate shared knowledge resources for the benefit of humanity. Calling on universities to adopt transparent protocols for the creation, use, and governance of these resources, the authors draw on cutting-edge theoretical work, offer real-world case studies, and outline ways to assess universities’ attempts to achieve openness. Digital technologies have already brought about dramatic changes in knowledge format and accessibility. The book describes further shifts that open knowledge institutions must make as they move away from closed processes for verifying expert knowledge and toward careful, mediated approaches to sharing it with wider publics. It examines these changes in terms of diversity, coordination, and communication; discusses policy principles that lay out paths for universities to become fully fledged open knowledge institutions; and suggests ways that openness can be introduced into existing rankings and metrics. Case studies—including Wikipedia, the Library Publishing Coalition, Creative Commons, and Open and Library Access—illustrate key processes.

. This major new book will be of particular interest not only to philosophers but to decision theorists, political scientists, economists, and researchers in artificial intelligence.

This book provides construction practitioners with the knowledge they need to successfully coordinate and manage construction projects. Coordination and management are essential functions in the building procedure. Recent research has demonstrated that poor or inadequate coordination is the best that is accomplished on construction sites. Nevertheless, not many writers of construction project management have examined this essential subject. Between project goals and the reality on the ground exist a huge number of conditions that can affect the progress of a project and that is the reason a dynamic ramification amid the development time frame is significant. This book provides construction practitioners with the knowledge they need to successfully coordinate and manage construction projects. It highlights different construction processes required to enhance their practical performance in particular and further the construction industry in general.

The rise of the knowledge economy has far-reaching implications for the nature of economic organization as well as firm strategy. Not surprisingly, thinking in management studies as well as in economics has been profoundly affected by these changes. Thus, management thinking in particular has been increasingly characterized by a schism between those who advocate 'knowledge' or 'capabilities-based' approaches in the strategy and organization fields and those who adopt more economics-influenced approaches, notably the economics of organization. This book is a sustained attempt to overcome this schism. Its basic argument is that knowledge-based and organizational economics approaches are not substitutes but complements. In particular, organizational economics has much to contribute with respect to furthering the understanding of efficient organization and strategy in the emerging knowledge economy. This theme is taken through several theoretical as well as empirical variations. Themes such as the incentive liabilities of flat, 'knowledge-based' organizations and the role of complementary HRM practices for fostering knowledge sharing and creation are extensively treated. The book thus contains important implications for knowledge management, organizational design, and firm strategy." The book encompasses nine chapters which critically examine current thinking on strategy, and organization. The reasoning is non-technical. While primarily aimed at a management studies audience, economists and other social scientists will also benefit from it, including Advanced Students, Academics, and Researchers.

The proliferation of giant multi-organizational agencies in the last decade has fostered a rethinking of inter-organizational interactions. By synthesizing emerging planning theories with the most recent research in the field, How Organizations Act Together offers a unique and comprehensive perspective on how modern organizations interact. From missions to the moon to management and modern public policy, Alexander unravels the complexities of interorganizational coordination, providing students and scholars with the tools for understanding.

"The emphasis on change at many levels of organization is critically important as is the first attempt to integrate sophisticated theory and research in organization psychology (e.g., Gersick, Hackman) with social psychological models of development such as Moreland and Levine." --Reuben M. Baron, Emeritus, University of Connecticut "Arrow, McGrath, and Berdahl′s ′Small Groups as Complex Systems′ will change the way you think about groups, the way you think about research, and even the way you think about science." --Donelson R. Forsyth, Psychology, Virginia Commonwealth U "The book is excellent, one of those very rare works that will have substantial impact on the field. I would use the book without hesitation in any advanced graduate seminar dealing with groups." --Donelson R. Forsyth, Psychology, Virginia Commonwealth U "A conceptually elegant analysis of groups as systems. Although the systems approach has been growing more influential in various fields of social psychology in the last ten years, no one has put forward a definitive analysis that applies with fidelity the general systems approach to group processes. McGrath and his colleagues fill that gap, not by paying lip service to popular scientific concepts such as recursive causality, open systems, attractors, and complexity theory, but by fully integrating these concepts into their no-nonsense analysis of such group level processes as formation, task performance, composition, development, and termination. Empirical work is folded into the theoretical mix along the way, but the focus is unrelentingly conceptual with the result that the authors deliver on their promise of developing a powerful, unified theory of group dynamics." --Donelson R. Forsyth, Psychology, Virginia Commonwealth U "Theirs is an ambitious book. They have profound ramifications for experimental social psychology. It is worth mentioning that AMD (Arrow, McGrarth, and Berdahl) list an ethnographic approach, which often implies the adoption of hermeneutic and semiotic methods (a hallmark of the anti-Enlightenment tradition in psychology), as a possible way forward." --Yoshihisa Kashima, American Journal of Psychology What are groups? How do they behave? Arrow, McGrath, and Berdahl answer these questions by developing a general theory of small groups as complex systems. Basing their theory on concepts distilled from general systems theory, dynamical systems theory, and complexity and chaos theory, they explore groups as adaptive, dynamic systems that are driven by interactions among group members as well as between the group and its embedding contexts. In addition, they consider not only the group′s members and their distribution of attributes, but also the group′s tasks and technology in order to understand how those members, tasks, and tools are intertwined, coordinated, and adjusted. Throughout the book, the authors focus our attention on relationships among people, tools, and tasks that are activated by a combination of individual and collective purposes and goals that change and evolve as the group interacts over time.