Distributed Knowledge Management

Distributed Knowledge Management

Roberta Cuel (University of Verona, Italy), Paula Bouquet (University of Trento, Italy) and Matteo Bonifacio (University of Trento, Italy)
DOI: 10.4018/978-1-59904-933-5.ch092
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In dynamic markets (characterized by the specialization of work, outsourcing processes, just-in-time and distributed productions, etc.), firms have moved from hierarchical structures to networked models. These are based on both intraorganizational networks among strategic units, divisions, groups, and so on; and interorganizational networks, such as industrial districts and knowledge networks (Hamel & Prahalad, 1990). Production is based on the coordination of a constellation of units, some of which are part of the organization (administration, R&D [research and development], etc.), and others refer to different companies (such as specialized outsourcing production, logistics, etc.). All these units might not totally be controlled by a unique subject, and might grow and differentiate their activities in an autonomous way, coexisting as in a biofunctional system (Maturana & Varela, 1980) and creating unexpected combinations of processes and products (Chandler, 1962).

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