Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage

Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage

Deogratias Harorimana
Release Date: August, 2009|Copyright: © 2010 |Pages: 464
DOI: 10.4018/978-1-60566-790-4
ISBN13: 9781605667904|ISBN10: 1605667900|EISBN13: 9781605667911
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Description & Coverage
Description:

Strategists describe networking and being able to access knowledge as the leading path to gaining a competitive advantage.

Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage gathers contributions of scholars from multi-disciplinary fields to illustrate, compare, and discuss models, perspectives, and approaches involved in the distribution, administration, and transmission of knowledge across organizations. Containing research from leading international experts, this defining reference collection offers diverse viewpoints and depicts possible trajectories of future development in achieving competitive advantage.

Coverage:

The many academic areas covered in this publication include, but are not limited to:

  • Competitive Advantage
  • Cultural impact on knowledge management
  • Cultural knowledge as capital
  • Impression Management
  • Knowledge Management Frameworks
  • Knowledge management landscape
  • Knowledge Networks
  • Knowledge Sharing
  • Knowledge Transfer
  • Tacit Knowledge
Reviews & Statements

Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage provides a well founded model of the mechanisms and rules that are employed for knowledge sharing through debate to demonstrate how culture (and context) influences the nature or type of knowledge sharing activities specified within the debates.

– Deogratias Harorimana, Southampton Solent University, UK
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Editor/Author Biographies
Deogratias Harorimana completed his PhD in knowledge management around the topic of the role of gatekeepers in the knowledge creation and transfer process at Southampton Solent University and Nottingham Trent University following an earlier undergraduate at Southampton Solent University-then, called Southampton institute. Recently, Dr. Harorimana became the deputy chief executive officer (CEO) in charge of human capital and institutional development within the newly created Rwanda Development Board (RDB). Previously, Dr. Harorimana was a lecturer on knowledge and competitiveness, information management at Southampton Solent University (UK). Prior to that, Deo worked in the Viva Group in its arm of healthcare insurance. He has been chair of the Royal Geographical Society of Great Britain research group (post graduate forum) since 2006. He became a committee member on the Research and Higher Education Division of the Society in 2007. In 2006, he became an executive committee member (ACL Ltd) and programme co-chair for the 9th European Conference on Knowledge Management (Southampton, UK). Dr. Harorimana has published books and journal articles and regularly speaks at internationally respected academic and practitioner’s knowledge management conferences in the area of knowledge management in general, particularly on knowledge networks, knowledge gatekeepers, identity and culture, impact of culture on knowledge transfer, and indigenous knowledge management.
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