to stimulate the next wave of research on organization learning. It provides a conceptual framework for research on the differences and similarities of learning by individuals, groups, and organizations.

from the particular capabilities organizations have for creating and sharing knowledge. In this article we seek to contribute to this body 01 work by developing the following arguments: (1) social capital facilitates the creation of new intellectual capital. (2) organizations. a s institutional

The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining

across the four primary functions that are dependent on each other in the creation and production of a high-volume product. A pragmatic view of “knowledge in practice ” is developed, describing knowledge as localized, embedded, and invested within a function and how, when working across functions

This concluding article in the special issue of Organizational Behavior and Human Decision Processes on the foundations of knowledge transfer in organizations argues that the creation and transfer of knowledge are a basis for competitive advantage in firms. The article builds on a framework

upon their social experience and expertise to structure their interactions with one another. To motivate and focus our ideas we develop a vision of knowledge communities, conversationally based systems that support the creation, management and reuse of knowledge in a social context. We describe our

Freebase is a practical, scalable tuple database used to struc-ture general human knowledge. The data in Freebase is collaboratively created, structured, and maintained. Free-base currently contains more than 125,000,000 tuples, more than 4000 types, and more than 7000 properties. Public read

Abstract not found

information. The creation of metadata has generally been approached in two ways: professional creation and author creation. In libraries and other organizations, creating metadata, primarily in the form of catalog records, has traditionally been the domain of dedicated professionals working with complex

appropriate that changes should also be specified as structural change, in terms of component creation /deletion and connection/disconnection. These changes are then applied to the operational system itself to produce the modified system. This paper presents a model for dynamic change management which