The paper builds on existing empirical research on knowledge transfer and sharing in inter-firm and intra-firm networks, for constructing a comparative framework. The first comparative question addressed is: what types of organizational network can govern what types of knowledge network? Both the cognitive difficulty of communication and the incentive to give information turn out to be fundamental in finding an answer. The variables influencing those two dimensions are discussed ( divergence in knowledge and preference, computational and epistemic complexity). The second comparative question is what the differences are between intra-firm and interfirm knowledge flows and knowledge governance mechanisms. The results of our analysis downplay the exclusive properties of firms in knowledge transfer/sharing respects hypothesised by the 'knowledge-based theory of the firm', and call for a more 'continuous' (rather than 'discrete') and 'combinatorial' (rather than 'idealtipical') notion of governance mechanisms and forms.

The book argues that knowledge governance is a distinct issue in management and organization because knowledge processes differ on several dimensions from routine and more traditional processes.

Today Learning Organizations are shaped by collective knowledge and the existence of teams and groups of people that are continuously developing their capacity and ability to create results. Knowledge-based organizations understand the importance of continually learning at all levels and facilitate learning for their members through empowering people, encouraging collaboration, and promoting open dialogue. Organizational management issues have become strategic and fundamental in the collection and sharing of data and information and are recognized as challenging to both public and private organizations around the world. This has created the need to knowledge governance mechanisms to support Knowledge Management practices in organizations.For this governance, the mechanisms and procedures that encompass Knowledge Management, advancing beyond the traditional Corporate Governance (CorpGov) model, have been consolidated into a new governance model described as Knowledge Governance (KGov). Such model considers the processes of the knowledge related to the use, creation, retention, integration and sharing. In order to implement governance, it is essential to develop competencies and establish corporate policies and structures focusing on respect for common interests and collective goals. In this context, mechanisms must be created for the creation, sharing, storage and transfer of knowledge, making changes happen in synergy and adding value to the organization as a whole.The book covers the newly emerging area of knowledge governance and Learning Organizations and expands our understanding of Learning Organizations and their ability to acquire, create and share knowledge while continually examining organizational behavioral issues affecting their productivity.

Academic Paper from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: 1.0, Oxford University (Campion Hall), language: English, abstract: Agreement within current literature accepts that appropriate techniques and strategies are needed to officiate the multi-faceted nature of knowledge and knowledge transfer processes in a business context. Further, complex mechanisms are essential to maintain and support the subsequent paradigms needed to orchestrate its usefulness to an organisation. In this paper we reflect on the multi-faceted resources, often found within a business framework, and consider if they must be within existing social context and are additional ‘structural’ features, which tend to augment complexity of any existing processes or procedures. We suggest that complex knowledge and knowledge transfer scenarios such as this reflect the number of interdependent technologies, routines, individuals, and resources, but must be linked to a particular knowledge or knowledge transfer mechanism to be effective. Although, in a business context, infrastructure may be desirable, the assumption from many arguments is that, given the correct framework of governance in whatever form it is described, knowledge derived from a governance framework will become valuable. As a focus for discussion, we suggest that a counter argument from this position may be that whilst the resultant transfer of knowledge may be useful to the business in terms of resource efficiency, any knowledge value will derive from the success of the transfer practices

The objective of this special issue is to contribute to the understanding of Knowledge Governance in the Mulitnational Corporation. Like the traditional literature on corporate governance the authors are concerned with the attraction of crucial capital, its efficient allocation, as well as the mechanism used to achieve capital accumulation and optimal utilization. Knowledge as a particular sort of capital is seen as increasingly crucial to the existence, boundaries, and economic organization of modern Multinational Corporation.

In present days more and more academics and practitioners are seeking to understand how organizations manage their knowledge and intellectual capital in order to obtain more effective competitive advantages. Taking into account these issues, and in order to answer the concerns expressed by these professionals, this book looks to help them to understand and implement in their organizations effective transfer and management of knowledge strategies. It looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define and use this knowledge and intellectual capital. The book has a special interest in research on important issues that transcend the boundaries of single academic subjects and managerial functions. In a modern world, characterized by high levels of competition and complexity, only those organizations which can manage, efficiently, all their assets can survive. Among these the management of knowledge and intellectual assets is a recent and challenging process. Only with human talent organizations can survive. Conscious of these priorities, this book is of great relevance as it looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define, transfer and use knowledge and intellectual capital. It is, also, very important and with positive implications to practitioners and academics, as it will contribute to a more effective advance and tool of communication in what concerns the understanding of key issues related to the knowledge management and intellectual capital in competitive organizations management all over the world.