General Motor Company IBM.

Contains 14 essays which discuss strategies organizations can utilize to manage internal knowledge effectively to enhance business performance.

The first in the readers' series called Resources for the Knowledge-Based Economy, Knowledge Management and Organizational Design is a unique compilation of articles and book excerpts that describe how the management of an organization shapes the levels of knowledge transfer, innovation and learning. The collection draws on fifty years of management thinking and presents key issues facing knowledge-intensive organizations. The selections are concise, clearly written and present a rich framework of examples drawn from real management experience. Arranged thematically, the chapters discuss decision-making, organization structure, innovation, strategic alliances, managing knowledge workers and power relations. Represented in this volume are the ideas of influential academics including the late economist Frederick Hayek and French sociologist Michael Crozier, as well as world-renowned management thinkers such as Harvard Business School Professor Rosabeth Moss Kanter and Charles Handy.

Networked and interconnected world, improving communication, collaboration and knowledge sharing between people and organization is very important. This book provides an insight into knowledge management practices and their applications to a wide range of complex issues.

This book constitutes thoroughly revised and selected papers from the Third International Conference on Model-Driven Engineering and Software Development, MODELSWARD 2015, held in Angers, France, in February 2015. The 25 thoroughly revised and extended papers presented in this volume were carefully reviewed and selected from 94 submissions. They are organized in topical sections named: invited papers; modeling languages, tools and architectures; methodologies, processes and platforms; applications and software development.

The fast progress in computer networks and their wide availability complemented with on one hand the "explosion" of the mobile computing and on the other hand the trends in the direction of ubiquitous computing, act as powerful enablers for new forms of highly dynamic collaborative organizations and emergence of new business practices. The first efforts in virtual enterprises (VE) were strongly constrained by the need to design and develop horizontal infrastructures aimed at supporting the basic collaboration needs of consortia of enterprises. Even pilot projects that were focused on specific business domains were forced to first develop some basic infrastructures before being able to develop their specific business models. Nowadays, although there is still a need to consolidate and standardize the horizontal infrastructures, the focus is more and more directed to the development of new vertical business models and the corresponding support tools. At the same time, in the earlier R&D projects, the attention was almost exclusively devoted to the operation phase of the VE life cycle, while now there are more activities addressing the creation phase, developing mechanisms to support the rapid formation of new virtual organizations for new business opportunities. In order to complete the life cycle, there is a need to also invest on support for VE dissolution.