Peter Keen

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Organizations are increasingly interconnected as they source talent, goods and services from other organizations located in disparate parts of the world. They seek new ways of creating value for themselves, customers and partners. They operate outside and across traditional industry boundaries and definitions. These innovations have lead to a focus on(More)
The aim of this paper is to point to some gaps in the current body of knowledge about knowledge management (KM) and in doing so to suggest extensions to its frameworks and to areas of investigation that build on its strengths. We propose a simple framework for what we term Knowledge Fusion, based on the following line of argument that captures what(More)
As the dependencies between developed and developing countries increase with the globalization of the world economy, the need to access and use dispersed knowledge and skills are at a premium. As the costs of skill sets increase in the developed world, organizations are turning to the developing world to cater for their knowledge resources. The sharing and(More)
A paradox appears to thwart traditional knowledge sharing efforts in organizations: the greater the benefit of a piece of knowledge to an organization the less likely that it will be shared. This paper suggests that in order to mobilize knowledge where there is demand for it, it has to be activated. This paper considers the knowledge identity of the person(More)
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