Knowledge Management in Developing Economies
Show Less

Knowledge Management in Developing Economies

A Cross-Cultural and Institutional Approach

Edited by Kate Hutchings and Kavoos Mohannak

This important book brings together a set of original key contributions to knowledge management in developing economies. It encompasses a wide range of countries throughout Africa, Asia, the Middle East, and Latin America as well as the transition economies of the former socialist countries in Eastern Europe.
Buy Book in Print
Show Summary Details

Chapter 1: Introducing Knowledge Management in Developing Economies

Kate Hutchings and Kavoos Mohannak

Extract

1. Introducing knowledge management in developing economies Kate Hutchings and Kavoos Mohannak BACKGROUND AND RATIONALE From the late 1980s, researchers began to emphasise the need for organisations to enhance their learning or be ‘learning organisations’ (Roth and Senge, 1996; Senge, 1989; Senge and Fulmer, 1993). Since the seminal article by Cangelosi and Dill (1965), organisational learning has been described at three different levels: individual, group and organisation. While many organisational learning theorists have argued for the existence of learning at these levels, some researchers, especially academics in the field of international management, have extended the framework to include learning at the intra-organisational level (see, for example, Miller, 1996). Another large corpus of work grew from the learning organisation and focused around the concept of knowledge management (KM). Defined as intentional efforts to increase, share and improve knowledge usage as intellectual capital, KM has been asserted, by leading organisational scholars, as essential for organisational competitiveness (Drucker et al., 1997; Von Krogh, 1998). Boisot (1998) has suggested knowledge assets are only just being regarded as economic goods in their own right and argues that a core competence is the fruit of an organisational learning process, and that, as it gets used repeatedly in a variety of circumstances, it deepens and the benefits to the organisation are enhanced. KM theorists also argue that knowledge is the pre-eminent resource of the firm (Davenport and Prusak, 1997; Grant, 1996; Spender, 1996) and that the primary rationale for the firm is the creation and application of...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.


Further information

or login to access all content.