Background: In nowadays economy, the only certainty is that knowledge is source of lasting competitive advantage. The increasing global competitive business environment triggers firms to establish inter-firm cooperation with cross-border partners possessing complementary assets. However, knowledge management is a difficult concept to put in practice. Knowledge integration is a complex process hindered by several sets of complications specific to knowledge and relations between partners. In addition, the cultural dimension seems to influence knowledge integration across borders. Cultural differences between partner-firms may have a considerable impact on the transfer and integration of knowledge. Aim: Researchers have mainly focused on seeking out the outcome of developing knowledge integration, such as innovation or product development. However, the importance of contextual factors, such as culture, and their potential implications on knowledge integration across borders remain unexplored. The contribution of this study addresses the impact of culture on knowledge integration across borders. In addition, the model developed along this study provides a ground for future research. As a spin-off, the motive of this theoretical research is to raise awareness of cultural factors in cross-border cooperation. Methodology: This thesis is based on a qualitative case study method that intends to build theory through iteration by analyzing literature and empirics following an inductive reasoning, in the specific context of Sino-Swedish cooperation. The research design builds upon the collection of primary data through interviews within the case company. Data analysis utilizes the open coding system; findings are presented through direct quotations, tables and models. Results: The results show that knowledge integration – its nature and coordination within and between firms – is influenced by cultural factors. The study finds that the cultural dimension can affect the efficiency of knowledge integration. Although literature is aware of culture, specific cultural factors still impact on organizations involved in cross-border cooperation at different levels. This creates cultural distance between partner-firms, and provokes major implications on group work, which in turn can potentially affect cooperation performance.

Abstract Two 11th centuries are knowledge economic era, and organization is to individual, create and exert knowledge technology, will become enterprise competition's hinge, on the other hand, organize need to depend on individual to bring forth knowledge, but individual need organization stand by and supply proper environment too, to aggrandizes individual create knowledge motivation, and depend on organization construct integral source net to impel knowledge create process concretize. But enterprise value locality, often consist in hide at personal wisdom mode in, hard to dig ¡CHide in personal in hide knowledge, if can not convert act for organizational knowledge, then knowledge will as personnel leaves but leave organization, result in company wisdom asset's abatement ¡CBut permeate knowledge group's operation under, assistant to enterprise catch personnel in hide knowledge and create organization value best style true. Permeate this research, bring up five biggest research discover, cent mention as follow : discover a, group member skill multiformity assistants to group abidingly operate; Discover two, group inside interacts machine-made establish, benefit to believe in share culture establish; Discover three, usually group activity chief aim consists in hold together relation, establish believe in relationship network unbleached linen; Discover four, organization should intervene group's operation too, encourage formally come up to informal group machine-made; Discover five, practice group's operation, support troop's concept. So, permeate enterprise reality tusk knowledge group's operation under, satisfy organize functional requirement to knowledge management, assistant manufacture innovate, settle problem, disseminate optimum real tusk and impart ingoing personnel with innovation ¡CBut thereinto let members is willing to bring forth knowledge share machine-made appear, critical then consist in believe in machine-made establish ¡CBecause group between has this layer belief's relation, while thereinto certain group member meets problem, can hasten move it participant relative group at problematic guide below, begin make knowledge creation, share with transfer ¡CSo we can say, problematic bring forth will initiate knowledge group close interaction, transform for practice group. Therefore this research think enterprise should as reality tusk group act for ordinary basic framework, at abidingly cultivate expertise with interpersonal belief net unbleached linen establish basis ¡CBy the time problem bring forth time, can settle problem and will should problem-solving style or experience inherit down quickly ¡CSo, can complement tradition be steping function case troop's insufficient place.

Knowledge is the real value of business. But knowledge is always hidden in the mindset of people and is so hard to speak out. When the tacit knowledge is gone with people, the intellectual capital of business will soon decrease. So the purpose of knowledge management in business is to transfer the tacit knowledge of people into the explicit knowledge of organization. "Community" is a group organized by experts. In communities, it's easy for experts to share experiences and create knowledge. The concept of community is a good method for business to collect the tacit knowledge of people. But it¡¦s still a big question that how to use communities to leverage the knowledge value of business.

More and more corporations deem knowledge not only as their nuclear competitiveness when the face challenge, but also as an intangible asset. Each corporation has different demand and urgency for knowledge management. To realize its demand, you must have enough information first to understand its own knowledge. Therefore, some scholars advance a concept to use ¡§Knowledge Map¡¨ to depict the knowledge a corporation owns and thus help the corporation to find out the distribution and intensity of its knowledge. This study submits a set of methods to construct knowledge map and establishes dimensions of knowledge through literature review and experts¡¦ suggestions. Using this category and knowledge measurement index, a questionnaire evaluation distribution and intensity of a corporation¡¦s knowledge has been established. Academically, this questionnaire can be a reference for relevant studies about constructing knowledge map. In practice, corporations can also use this evaluation tool to conduct knowledge measurement, management and enhancement. In addition, this study has chosen five kinds of industries to conduct a survey and experimental research with this questionnaire. The result finds that there are different distributions and intensity of knowledge to certain extends between knowledge-intensive industries and non-knowledge-intensive industries. This could be a reference for further related study.

This article provides an overview of recent developments relating to the application of thesauri in information organisation and retrieval on the World Wide Web. It describes some recent thesaurus projects undertaken to facilitate resource description and discovery and access to wide-ranging information resources on the Internet. Types of thesauri available on the Web, thesauri integrated in databases and information retrieval systems, and multiple-thesaurus systems for cross-database searching are also discussed. Collective efforts and events in addressing the standardisation and novel applications of thesauri are briefly reviewed.

This report investigates the internal knowledge transfer process of consultancy firms on both the organizational and individual levels. Essentially, the creation and application of knowledge yield the key competence for consultancy companies, a large part of which in- volves knowledge transfer. Knowledge transfer is seen as a process of making knowledge available to the organization, allowing others to harvest the full value of it and ultimately creating value for the firm. However, the transfer of knowledge is no simple and linear process; it entails challenges that can impede the process and complicate consultancy com- panies’ daily operations. By being aware of these obstacles, companies can better prepare themselves against them. Therefore, this report seeks to reveal challenges arising on an or- ganizational and individual level for consultancy companies, why they occur and suggest ways to prepare for them. To conduct this study, we have been approaching the topic from a positivist perspective. Two case studies of prominent consultancy companies - KPMG and Grant Thornton - were constructed. The empirical findings were then analyzed and compared to renowned theories in the field: the SECI- model of knowledge conversion by Nonaka & Takeuchi (1991; 1995) and the stage theory of knowledge transfer by Szulanski (1996; 2000). The conclusion of this study is that challenges arising from knowledge transfer in consultancy firms concern individuals and time. Therefore, these two resources should be taken into account at all times.

The foundation of this research was to establish a framework based on ceremonial work, gathering around fires of the longhouse to honour our ancestral wisdom. As a Sḵwx̱wú7mesh, Coast Salish researcher and social work practitioner, I noticed an absence of specific west coast Indigenous and Coast Salish knowledge that would help inform social work practices, experiences and understanding in order to be good helpers and relatives within Indigenous community. I applied the Tl’áḵtax̱an longhouse model as a research methodology framework that guides an approach of traditional story-telling and place- based Coast Salish teachings and weaves together a cedar basket of knowledge. The intention of this study was to explore traditional knowledge that may offer pathways to build relational practice for social workers to form a deeper understanding of how to be good helpers and relatives in community. Respectful practice that is foundational to restore harmony, dignity and repair from colonial harm. / Graduate

Yes

Record numbers of employees are retiring in Canada (Conference Board of Canada, 2009), and with their exit, copious amounts of organizational knowledge could be exiting too (Collins, 2007). In this thesis, I propose and test a model of attitudes and intentions towards knowledge sharing with 252 retiring and recently retired employees. The results suggested that the partially mediated alternative model fit the data the best, where affective commitment, job satisfaction, and perceived organizational support predicted attitudes towards knowledge sharing, which in turn positively predicted tacit and explicit knowledge sharing intentions, as well as negatively predicted intentions to hoard knowledge. There were also significant positive direct paths between job satisfaction and intentions to share tacit and explicit knowledge, as well as a significant negative direct path between job satisfaction and intentions to hoard knowledge. Lastly, organizational policies and practices (tacit and explicit), personal perceived knowledge value (tacit and explicit), and financial stake (explicit) were significant moderators. Study findings and limitations, as well as future research directions are discussed.

Record numbers of employees are retiring in Canada (Conference Board of Canada, 2009), and with their exit, copious amounts of organizational knowledge could be exiting too (Collins, 2007). In this thesis, I propose and test a model of attitudes and intentions towards knowledge sharing with 252 retiring and recently retired employees. The results suggested that the partially mediated alternative model fit the data the best, where affective commitment, job satisfaction, and perceived organizational support predicted attitudes towards knowledge sharing, which in turn positively predicted tacit and explicit knowledge sharing intentions, as well as negatively predicted intentions to hoard knowledge. There were also significant positive direct paths between job satisfaction and intentions to share tacit and explicit knowledge, as well as a significant negative direct path between job satisfaction and intentions to hoard knowledge. Lastly, organizational policies and practices (tacit and explicit), personal perceived knowledge value (tacit and explicit), and financial stake (explicit) were significant moderators. Study findings and limitations, as well as future research directions are discussed.