In today's de-layered, knowledge-intensive organizations, most work of importance is heavily reliant on informal networks of employees within organizations. However, most organizations do not know how to effectively analyze this informal structure in ways that can have a positive impact on organizational performance. Networks in the Knowledge Economy is a collection of readings on the application of social network analysis to managerial concerns. Social network analysis (SNA), a set of analytic tools that can be used to map networks of relationships, allows one to conduct very powerful assessments of information sharing within a network with relatively little effort. This approach makes the invisible web of relationships between people visible, helping managers make informed decisions for improving both their own and their group's performance. Networks in the Knowledge Economy is specifically concerned with networks inside of organizations and addresses three critical areas in the study of social networks: Social Networks as Important Individual and Organizational Assets, Social Network Implications for Knowledge Creation and Sharing, and Managerial Implications of Social Networks in Organizations. Professionals and students alike will find this book especially valuable, as it provides readings on the application of social network analysis that reflect managerial concerns.

In this book, the authors illustrate how social networks can play a very significant role in the technological catch up process in moderate innovative countries. Using an innovative approach to the study of entrepreneurship in knowledge-intensive sectors, the book analyses the role of social networks in the access and deployment of the variety of competences and resources required for the successful creation of knowledge-intensive companies, which has not yet been studied sufficiently in this context.

Knowledge Networks describes the role of networks in the knowledge economy, explains network structures and behaviors, walks the reader through the design and setup of knowledge network analyses, and offers a step by step methodology for conducting a knowledge network analysis.

In today's de-layered, knowledge-intensive organizations, most work of importance is heavily reliant on informal networks of employees within organizations. However, most organizations do not know how to effectively analyze this informal structure in ways that can have a positive impact on organizational performance. Networks in the Knowledge Economy is a collection of readings on the application of social network analysis to managerial concerns. Social network analysis (SNA), a set of analytic tools that can be used to map networks of relationships, allows one to conduct very powerful assessments of information sharing within a network with relatively little effort. This approach makes the invisible web of relationships between people visible, helping managers make informed decisions for improving both their own and their group's performance. Networks in the Knowledge Economy is specifically concerned with networks inside of organizations and addresses three critical areas in the study of social networks: Social Networks as Important Individual and Organizational Assets, Social Network Implications for Knowledge Creation and Sharing, and Managerial Implications of Social Networks in Organizations. Professionals and students alike will find this book especially valuable, as it provides readings on the application of social network analysis that reflect managerial concerns.

In Economics, networks are increasingly used to describe the many links created between independent companies, as well as between them and other institutions (universities, banks, venture capital, etc.). In the current global and knowledge-based economy, they can be characterised as knowledge factories and knowledge boosters. They feed the internal processes of innovation (collaborative innovation) or the external processes of innovation, created by the propagation effects that come from inter-firm collaboration. The book explains how innovation networks are at the origin of the production of new knowledge that will be transformed and used in common as well as in separated production processes. This characteristic of networks as knowledge factories gives incentives to further investment in the production of knowledge and ensures the cumulativeness of the innovation process. Some of the authors clearly take a territorial point of view and study how clusters (in different parts of the world: Europe, Eastern Asia and North America) propelled by the quality of the innovation networks they enclose, can be characterised as knowledge pools into which the local actors will be able to draw to reinforce their individual and collective competitiveness. This book also includes analyses of the quality of the networks built within clusters, which may help their identification.

Knowledge has in recent years become a key driver for growth of regions and nations. This volume empirically investigates the emergence of the knowledge economy in the late 20th century from a regional point of view. It first deals with the theoretical background for understanding the knowledge economy, with knowledge spillovers and development externalities. It then examines aspects of the relationship between knowledge inputs and innovative outputs in the information, computer and telecommunications sector (ICT) of the economy at the regional level. Case studies focusing on a wide variety of sectors, countries and regions finally illustrate important regional innovation issues.

Due to the dramatic shifts in the knowledge economy, this book provides a significant departure from traditional strategic management concepts and practice. Designed for both advanced students and business managers, it presents a unique combination of new strategic management theory, carefully selected strategic management articles by prominent scholars such as Gary Hamel, Michael Porter, Peter Senge, and real-world case studies. On top of this, the authors link powerful new benchmarks in strategic management thinking, including the concepts of Socio-Cultural Network Dynamics, Systemic Scorecards, and Customer Knowledge Management with practical business challenges and solutions of blue-chip companies with a superior performance (Lafite-Rothschild, Who's Who, Holcim, BRL Hardy, Kuoni BTI, Deutsche Bank, Unisys, Novartis).

Describes how patterns of information, knowledge, and cultural production are changing. The author shows that the way information and knowledge are made available can either limit or enlarge the ways people create and express themselves. He describes the range of legal and policy choices that confront.

Working Regions focuses on policy aimed at building sustainable and resilient regional economies in the wake of the global recession. Using examples of four ‘working regions’ — regions where research and design functions and manufacturing still coexist in the same cities — the book argues for a new approach to regional economic development. It does this by highlighting policies that foster innovation and manufacturing in small firms, focus research centers on pushing innovation down the supply chain, and support dynamic, design-driven firm networks. This book traces several key themes underlying the core proposition that for a region to work, it has to link research and manufacturing activities — namely, innovation and production — in the same place. Among the topics discussed in this volume are the issues of how the location of research and development infrastructure produces a clear role of the state in innovation and production systems, and how policy emphasis on pre-production processes in the 1990s has obscured the financialization of intellectual property. Throughout the book, the author draws on examples from diverse industries, including the medical devices industry and the US photonics industry, in order to illustrate the different themes of working regions and the various institutional models operating in various countries and regions.

This volume explores the challenge of engaging knowledge management in a sharing economy. In a hyper-competitive business environment, everything tends to be digital, virtual and highly networked, which raises the issue of how knowledge management can support the decision whether or not to share strategic resources or capabilities. The book answers questions such as: to what extent does the sharing economy preserve or compromise the competitive advantage of organizations? And what are the knowledge-management strategies for competitive, yet cautious sharing dynamics?