Marketing and Management on the Internet and Mobile Media
Edited by Teemu Kautonen and Heikki Karjaluoto
G. Scott Erickson and Helen N. Rothberg INTRODUCTION The ﬁeld of knowledge management has grown tremendously over the past two decades, both in practice and scholarship. Many of the most visible eﬀorts have been focused on technological aspects of the discipline. While critical, an overemphasis on technology solutions sometimes obscures the relationship issues at the heart of knowledge management. Individuals and organizations must act together to make knowledge management systems work. This cooperation requires trust on several levels. This chapter develops the trust implications present within knowledge management systems. The systems require social capital to work, relationships built between individuals using knowledge management and the organizations employing them. Knowledge systems are increasingly reaching across organizational boundaries as well, requiring trust between networked ﬁrms, too. BACKGROUND: KNOWLEDGE MANAGEMENT A substantial amount of scholarly and practitioner attention in recent years has gravitated to the concept of knowledge assets as a critical, perhaps the only source of sustainable competitive advantage (Grant, 1996; Zack, 1999a). While other advantages can often eventually be duplicated, a core group of knowledge workers, continually re-inventing marketplace advantages can be hard to match. The key is identifying those knowledge workers and eﬀectively managing their talents (Drucker, 1991). If all organizations have access to the knowledge present in the heads of their managers and employees, advantage will go to those who best manage that knowledge. Hence we have the ﬁeld of knowledge management, referred to as intellectual capital when dealing with measurement issues. Knowledge management in current practice...
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