LEADER 05440nam 2200685 a 450 001 9910780894303321 005 20230725041514.0 010 $a1-282-76366-0 010 $a9786612763663 010 $a981-4299-86-3 035 $a(CKB)2490000000001733 035 $a(EBL)1679550 035 $a(OCoLC)729020976 035 $a(SSID)ssj0000422612 035 $a(PQKBManifestationID)12145178 035 $a(PQKBTitleCode)TC0000422612 035 $a(PQKBWorkID)10417933 035 $a(PQKB)10531307 035 $a(MiAaPQ)EBC1679550 035 $a(WSP)00000709 035 $a(Au-PeEL)EBL1679550 035 $a(CaPaEBR)ebr10422662 035 $a(CaONFJC)MIL276366 035 $a(EXLCZ)992490000000001733 100 $a20101117d2010 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aManaging knowledge for global and collaborative innovations$b[electronic resource] /$feditors, Samuel Chu, Waltraut Ritter, Suliman Hawamdeh 210 $aHackensack, N.J. $cWorld Scientific$d2010 215 $a1 online resource (431 p.) 225 1 $aSeries on innovation and knowledge management,$x1793-1533 ;$vv. 8 300 $aDescription based upon print version of record. 311 $a981-4299-85-5 320 $aIncludes bibliographical references. 327 $aCONTENTS; Preface; Technological and Knowledge Diffusion through Innovative Networks Beatriz Helena Neto, Jano Moreira de Souza and Jonice de Oliveira; 1. Introduction; 2. Revision about Innovation; 3. Knowledge Role in Innovation Process; 4. Innovation and Technological Diffusion; 5. Innovation Networks; 6. Innovation Analysis Model; 6.1. Innovation Zones; 6.2. Innovation Radar; 6.3. Potter's National Diamond; 6.4. Triple Helix Model; 7. Conclusion; References 327 $aKnowledge Flow Networks and Communities of Practice for Knowledge Management Rajiv Khosla, Mei-Tai Chu, K. G. Yamada, S. Doi, K. Kuneida and S. Oga1. Introduction; 2. KFNs Model; 2.1. CoPs Context and its Benefits; 2.2. CoPs Model and its Components; 2.3. CoPs Centered Knowledge Flow Network Model; 3. Techniques and Implementation of CoPs Centered KFN Model; 4. Results; 5. Conclusion; References; A Case Study of Knowledge Sharing in Finnish Laurea Lab as a Knowledge Intensive Organization Abel Usoro and Grzegorz Majewski; 1. Background; 2. Research Model; 3. Methodology; 4. Data Analysis 327 $a4.1. Reliability and validity of measures5. Quantitative Findings; 6. Qualitative Findings; 7. Conclusions and Area for Further Studies; 8. Managerial Implications; References; The Role of "BriDGE" SE in Knowledge Sharing: A Case Study of Software Offshoring from Japan to Vietnam Nguyen Thu Huong and Umemoto Katsuhiro; 1. Introduction; 2. Literature Review; 2.1. Knowledge Sharing in Offshore Outsourcing; 2.2. Coordinator in Offshore Outsourcing; 3. Research Methodology; 4. Findings and Analysis; 4.1. Case Background; 4.2. The Impact of Offshore Outsourcing on Knowledge Sharing 327 $a4.3. The Role of Coordinator and its Relationship to Knowledge Sharing5. Conclusion; References; Factors Influencing Knowledge Sharing in Immersive Virtual Worlds: An Empirical Study with a Second Life Group Grzegorz Majewski and Abel Usoro; 1. Introduction; 2. Theoretical Background; 3. Research Model; 4. Research Methodology; 5. Data Analysis; 6.1 Reliability and validity of measures; 6.2 Hypothesis testing; 6.3 Interviews; 7. Findings; 8. Conclusions and Areas for Further Studies; References 327 $aRe-Establishing Grassroots Inventors in National Innovation System in Less Innovative Asian Countries C. N. Wickramasinghe, Nobaya Ahmad, S. N. S. A. Rashid and Z. Emby1. Introduction; 2. Background of the Issue; 3. ICT, Innovations and Development; 4. Conditions Demand for Innovations in Less Innovative Countries; 5. Re-establishing Grassroots Level Inventors in Innovation System; 6. Grassroots Inventors (GRI) as a Supply Side Knowledge Community; 7. Conclusion and Discussion; References; Knowledge Management & Collaboration in Steel Industry: A Case Study Chagari Sasikala; 1.0 Introduction 327 $a2.0 Need for Knowledge Management (KM) 330 $aIn today's networked and interconnected world, improving communication, collaboration and knowledge sharing between people and organization is very important. Collaboration is more than just being connected through the Internet and various forms of social networks. Collaboration through information and communication technologies requires us to "prepare the mind" for partnerships. Many of the traditional business models, organizational structures, and educational systems are not yet ready for the new forms of collaboration that go beyond organizational boundaries. Concepts like "open innovatio 410 0$aSeries on innovation and knowledge management ;$vv. 8. 606 $aKnowledge management 615 0$aKnowledge management. 676 $a338 676 $a658.4038 701 $aChu$b Samuel$01538006 701 $aRitter$b Waltraut$01538007 701 $aAl-Hawamdeh$b Suliman$01473638 712 12$aInternational Conference on Knowledge Management 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910780894303321 996 $aManaging knowledge for global and collaborative innovations$93787700 997 $aUNINA