Proceedings of the 12th European Conference on Knowledge ...

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Figure 3 : Group k – Lea<strong>the</strong>r forniture Anna Maria Costanza Rinaldi 832
Figure 4: Group P – Different productions 4. Conclusion Anna Maria Costanza Rinaldi The group institutionalizes <strong>the</strong> division between managerial and strategic functions and operative functions, assigning <strong>the</strong> former to <strong>the</strong> holding and <strong>the</strong> latter to <strong>the</strong> subsidiaries. The need to organize knowledge inside <strong>the</strong> firm, describes in a new way <strong>the</strong> economic activities organization thus allowing top management to obtain <strong>the</strong> objectives proper <strong>of</strong> each one <strong>of</strong> <strong>the</strong> three subsystems (Romagnoli 1996). From a systemic perspective it is production own nature to determine <strong>the</strong> group organizational criteria. The activities subdivision inside <strong>the</strong> group can be made by economic activity, by firm function or by phase in <strong>the</strong> production process, if this can be sliced in more elementary processes (Georgescu-Roegen, 1970). The firm (in a legal sense) in a group is outlined as an entity less and less multifunctional and more and more specialized. The maximum level <strong>of</strong> specialization is realized in those subsidiaries whose corporate purpose is exclusively <strong>the</strong> execution <strong>of</strong> certain phases <strong>of</strong> <strong>the</strong> production process, where <strong>the</strong> firm subsystem objective coincides with <strong>the</strong> technical production unit objective. If <strong>the</strong> manufacturing activity executed by <strong>the</strong> group is unique and splitting <strong>the</strong> production process is possible, <strong>the</strong> subdivision <strong>of</strong> firm activity is made by process phases and by functions. If not divisible, <strong>the</strong> subdivision by <strong>the</strong> different legal entities is made only by function. If multiple economic activities are performed by <strong>the</strong> group, and <strong>the</strong> production process cannot be subdivided, we will have an intercompany subdivision by functions. In <strong>the</strong> first two cases we will have a vertical integrated group, in <strong>the</strong> second a differentiated horizontal group. Ei<strong>the</strong>r way, <strong>the</strong> break frequency between phases and functions depends on <strong>the</strong> nature <strong>of</strong> <strong>the</strong> production process. The advantages deriving from subdivision by phases and functions is <strong>the</strong> increased simplification and specialization <strong>of</strong> <strong>the</strong> elements involved in <strong>the</strong> process, as well as <strong>the</strong> analytical control <strong>of</strong> <strong>the</strong> different production process functions and phases that also allows for an easier and faster acquisition <strong>of</strong> subsidiaries required and discharge <strong>of</strong> inefficient ones, on <strong>the</strong> basis <strong>of</strong> competences acquired by management. In fact, <strong>the</strong> top management control function is extremely simplified by <strong>the</strong> group structure. For such reasons, <strong>the</strong> group, from a cognitive perspective, represents a suitable architecture to ga<strong>the</strong>r and manage information, because it creates a feedback system from periphery to core, and vice versa and, as a consequence, ideal to generate competences. Therefore, <strong>the</strong> group can be configured as an organism easily adaptable to internal needs and external incentive: on <strong>the</strong> basis <strong>of</strong> acquired knowledge relating to inputs, costs, outputs and performances <strong>of</strong> its own units, it is easier to 833
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Proceedings <stron
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Contents Title Author(s) Picture <s
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Title Author(s) Picture of<
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Inocencia Mª Martínez-León and I
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5.2 Measures Inocencia Mª Martíne
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Maurizio Massaro and Roland Bardy p
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Maurizio Massaro and Roland Bardy T
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Maurizio Massaro and Roland Bardy i
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Maurizio Massaro and Roland Bardy T
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Florian Matthes an
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Florian Matthes an
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Florian Matthes an
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Florian Matthes an
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Germany - Towards a Knowledge-Based
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Kai Mertins, Sven Wuscher and Marku
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Sandra Moffett, Ro
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Sandra Moffett, Ro
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Sandra Moffett, Ro
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Sandra Moffett, Ro
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References Sandra Mof</stro
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Syed Moneeb Ali, Mark Woodman and A
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5. Evaluation Syed Moneeb Ali, Mark
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Mohammad Mirkazemi Mood, Farhad Dan
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RI = w k j Mohammad Mirkazemi Mood,
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References Mohammad Mirkazemi Mood,
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Knowledge Mapping Based on EFQM Exc
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Mahmoud Moradi, Mohammad Rahim Rama
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The University Institution’s Impr
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Oliver Moravcik, Dagmar Caganova an
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Figure 9: Researchers at th
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Martina Mullally et al A self-learn
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Martina Mullally et al In t
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Martina Mullally et al contacted, <
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Martina Mullally et al Choo, C. W (
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Fattah Nazem Organizational level
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3. Method of <stro
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Fattah Nazem strengthe</str
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Fattah Nazem Miller, R. (1996). Lea
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Fattah Nazem 1991). Intellectual ca
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Fattah Nazem Table 1: Rotated Compo
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Fattah Nazem Intellectual capital i
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The Knowledge Clinic: Concepts, Met
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Gaby Neumann and Eduardo Tomé capi
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Gaby Neumann and Eduardo Tomé impr
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Gaby Neumann and Eduardo Tomé inst
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A Tenth Anniversary Assessment <str
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Company discussed in Working Knowle
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Gary R Oliver The difficulty with u
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Gary R Oliver accounting precedent
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Gary R Oliver Grant, R. M. (1996).
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Kaspars Osis and Janis Grundspenkis
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Taha Osman, Dhavalkumar Thakker and
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Getting Ready for Knowledge Managem
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Paul Parboteeah, Thomas Jackson and
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Figure 1 Information Management Str
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Knowledge Transfer, Knowledge Shari
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2.2 KBs Dan Paulin and Kaj Suneson
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Dan Paulin and Kaj Suneson Organiz
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Dan Paulin and Kaj Suneson The R&D
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Dan Paulin and Kaj Suneson Paulin,
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Jan Pawlowski and Markus Bick frame
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3.1 Methodology Jan Pawlowski and M
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Jan Pawlowski and Markus Bick aware
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Jan Pawlowski and Markus Bick This
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Jan Pawlowski and Markus Bick Dawes
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Understanding inter-firm networks a
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3.1 Structural properties 3.1.1 Bet
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Meysam Poorkavoos, Yanqing Duan and
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Meysam Poorkavoos, Yanqing Duan and
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Institutional Matrix of</st
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Page 236 and 237: Kamaladdin Rahmani Youshanloui et a
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Page 240 and 241: 4. Conclusion Kamaladdin Rahmani Yo
Page 242 and 243: Risk Analysis for Knowledge Managem
Page 244 and 245: 4. Risk management Lila Rajabion an
Page 246 and 247: Lila Rajabion and Jafar Zanganeh po
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Page 252 and 253: References Lila Rajabion and Jafar
Page 254 and 255: Anna Maria Costanza Rinaldi state t
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Page 264 and 265: Country Strategic Risk and Knowledg
Page 266 and 267: Eduardo Rodriguez, John Edwards and
Page 278 and 279: Max Erik Rohde and David Sundaram i
Page 280 and 281: Max Erik Rohde and David Sundaram
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Page 286 and 287: A Ranking Method for Identification
Page 288 and 289: Inès Saad criteria are decomposed
Page 290 and 291: Inès Saad K3 (Crucial knowledge)
Page 292 and 293: Josune Sáenz, Nekane Aramburu and
Page 300 and 301: Social Media Mindset and Knowledge
Page 302 and 303: Risto Säntti social media mindset
Page 304 and 305: Risto Säntti 4. The social media m
Page 306 and 307: social media mindsets. Risto Säntt
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Dan Săvescu, Mihaela-Georgia Sima
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Benedikt Schmidt, Todor Stoitsev an
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2.1 Web analytics evolution Alexand
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Alexander Schneider and Alexander S
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Camilo Augusto Sequeira and Eloi Fe
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9. Conclusions Camilo Augusto Seque
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Elena Shakina and Anna Bykova P. Ra
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Elena Shakina and Anna Bykova Accor
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Elena Shakina and Anna Bykova Figur
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Table 1: The sample descriptive sta
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Elena Shakina and Anna Bykova Table
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Elena Shakina and Anna Bykova It sh
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The Major Challenges of</st
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Mehdi Shami Zanjani, Hamid Rahimian
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Mehdi Shami Zanjani, Hamid Rahimian
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Evangelia Siachou, Sof</str
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Relevance of Intel
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Marta Christina Suciu et al Source:
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Marta Christina Suciu et al Apart f
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Marta Christina Suciu et al public
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Managing Intellectual Capital in SM
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Marta Christina Suciu et al We cons
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Marta Christina Suciu et al aim is
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Marta Christina Suciu et al require
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Universities as Knowledge Creation
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Marta Christina Suciu et al Luintel
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Marta Christina Suciu et al holds a
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Marta Christina Suciu et al propose
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Kaj Suneson and Ilona Heldal Many r
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Kaj Suneson and Ilona Heldal recogn
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Kaj Suneson and Ilona Heldal too ex
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Kaj Suneson and Ilona Heldal In thi
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Infrastructure of
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Natalia Tikhomirova et al global c
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Natalia Tikhomirova et al developm
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Measurement of cus
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Kamila Tislerova and customers, ra<
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Kamila Tislerova as pretty poor (45
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Multi Perspective Framework to Impr
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Choon-Bae Yoo, Igor Hawryszkiewycz
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6.4.1 Content Analysis Choon-Bae Yo
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2. Research objective John T Young
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Figure 2: Exploring and expressing
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John T Young municipal services. Th
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4.1.4 The Customers C John T Young
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6.3 Procedural changes John T Young
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8. The CATWOE Components 8.1 Transf
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John T Young orders could be airfre
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Alexander K. Kofin
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Alexander K. Kofin
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4 : Mobilization of</strong
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Alexander K. Kofin
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Alexander K. Kofin
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1022
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Nadine Amende Figure 1 shows an exa
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Nadine Amende they
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Figure 3: Classification of
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Nadine Amende such as “What are y
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Nadine Amende Davis, F. D. (1986) A
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Evgeny Blagov internal and external
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Evgeny Blagov oriented on t
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Evgeny Blagov (0 - absolutely unimp
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References Evgeny Blagov Arrow, K.J
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Roman Kislov This research looks at
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Roman Kislov role boundary blurring
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Roman Kislov The following methods
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Roman Kislov Lave, J. and Wenger, E
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Tony K. M. Lo and Patrick S.W. Fong
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Type P=A=L P=A, L P, A=L P=L, A P,
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6. Case analysis Tony K. M. Lo and
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Tony K. M. Lo and Patrick S.W. Fong
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KM as a Solution for the</s
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Thi Hai Hang Nguyen et al competiti
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Thi Hai Hang Nguyen et al The varia
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Thi Hai Hang Nguyen et al The resul
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Knowledge Base Development
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2. Literature review 2.1 AC: Theore
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2.3 The inter-relations between SC
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Omid Omidvar Jansen, J. J. P., Van
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Sakura Shimada and that of<
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Sakura Shimada Figure 1: Strategic
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Sakura Shimada broader repercussion
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Sakura Shimada Excousseau, J-L. (20
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Simon Woll The research topic can b
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Simon Woll UI research projects are
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Figure 2: Research design and metho
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1088
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1090
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Chris Blodgett leadership journey t
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Figure 2: Needleman’s Knowledge P
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Chris Blodgett Analysts turn inform
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Figure 8: Cynefin Framework Chris B
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Chris Blodgett IKM Level 1: Inform
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7. Conclusion Chris Blodgett Given
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Stefanie Dannemann However, what wo
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Stefanie Dannemann In modern econom
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2. Research design and methodology
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3.4 KM Applications in IDSC Mohamed
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Mohamed Farid 3.5 Problems with <st
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Mohamed Farid “Enterprise collabo
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Mohamed Farid The design of
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Mohamed Farid For the</stro
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Susan McIntyre and Kate Kaminska re
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Susan McIntyre and Kate Kaminska C
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Susan McIntyre and Kate Kaminska Th
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Susan McIntyre and Kate Kaminska il
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1128
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Óscar Arias Londoño mention that
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5.4 Tacit Knowledge Óscar Arias Lo
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Proposal For A 2.0 Knowledge Manage
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Lillyana María Giraldo Marín et a
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Similarity and Accuracy of<
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Nina Groß et al reporting and cont
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Ravinder Singh Kahlon and Man-Chie
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Figure 3: Non-IT and IT Kiviat Diag
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Appendix B Ravinder Singh Kahlon an
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Pushkal Pandey, Sandra Mof<
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Pushkal Pandey, Sandra Mof<
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José Vásquez Paniagua According t
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José Vásquez Paniagua the
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