Collective Knowledge Management

Collective Knowledge Management

Foundations of International Business in the Age of Intellectual Capitalism

New Horizons in International Business series

Haruo H. Horaguchi

Human beings create knowledge as a result of interaction with others. This book is devoted to the idea that collective knowledge management can be strategically promoted through these interactions in order to enhance a firm’s competitiveness.

Chapter 7: Collective knowledge and collective strategy in the intelligent society: extension for the international business strategy

Haruo H. Horaguchi

Subjects: asian studies, asian business, business and management, asia business, international business, knowledge management, strategic management


I refer to the person who assumes responsibility for "managing collective knowledge" as a knowledge administrator. The role that the knowledge administrator fulfils varies by the collective knowledge that should be brought about and by the strategy adopted for bringing it about. In this book, I wish to refer to the different types of knowledge administrators as knowledge managers, knowledge coordinators, knowledge networkers and knowledge gatekeepers. They have already appeared in Chapters 3-6 of this book, and each deals with the following four types of knowledge: shared knowledge, symbiotic knowledge, local knowledge and common knowledge. Table 7.1 presents a summary for four typologies of knowledge administrators that respond to four forms of collective knowledge. For shared knowledge by confederate strategies, the role of the knowledge manager applies; for symbiotic knowledge by conjugate strategies, the role of the knowledge coordinator applies; for local knowledge by agglomerate strategies, the role of the knowledge networker applies; and for common knowledge by organic strategies, the role of the knowledge gatekeeper applies. These four roles each have their own characteristics. The assertion I wish to make through this book is this: corporate managers run into the needs for each of the four strategies and they need to carry out these four different roles as occasion demands.

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