nep-knm New Economics Papers
on Knowledge Management and Knowledge Economy
Issue of 2019‒11‒04
six papers chosen by
Laura Ştefănescu
Centrul European de Studii Manageriale în Administrarea Afacerilor

  1. Trajectories of Knowledge Economy in SSA and MENA countries By Simplice A. Asongu; Antonio R. Andrés
  2. The Environment of Professional Activity for the Key Knowledge Workers By Mieczyslaw Morawski
  3. The Role of Traditional Knowledge in Indian Management Education By Maziar Jafary
  4. The impact of coproducing services with clients on knowledge-intensive business services’ innovativeness By Nikolay Chichkanov
  5. How innovation affects performance By Ksenia Gonchar; Maria Kristalova
  6. Dynamic Contracting for Innovation Under Ambiguity By Swagata Bhattacharjee

  1. By: Simplice A. Asongu (Yaoundé/Cameroon); Antonio R. Andrés (Ostrava, Czech Republic)
    Abstract: In the first critical assessment of knowledge economy dynamic paths in Africa and the Middle East, but for a few exceptions, we find overwhelming support for diminishing cross-country disparities in knowledge-based economy dimensions. The paper employs all the four components of the World Bank’s Knowledge Economy Index (KEI): economic incentives, innovation, education, and information infrastructure. The main finding suggests that sub-Saharan African (SSA) and the Middle East and North African (MENA) countries with low levels of KE dynamics and catching-up their counterparts of higher KE levels. We provide the speeds of integration and time necessary to achieve full (100%) integration. Policy implications are also discussed.
    Keywords: Knowledge economy; Principal component analysis; Panel data; Convergence; Development
    JEL: F42 O10 O38 O57 P00
    Date: 2019–01
  2. By: Mieczyslaw Morawski (Warsaw University of Technology, Warsaw, Poland)
    Abstract: There is an extensive research gap in the study of methods participation and involvement key knowledge workers in different management processes. There are not many ideas how to manage knowledge workers, and in particular key knowledge workers. KKWs – top class specialists, knowledge which they have acquired is not only advanced, but also an innovative and unique one and therefore it is always of highly individual nature. The best specialists, such as KKWs, have right to expect the special treatment adequate to the achieved results and represented potential. The knowledge-oriented enterprise have to create the adequate working environment for the KKWs. The comfort’s zones for the specialists guarantee that they become aware investors of their own intellectual capital. Their engagement is the key issue regarding to the achieving the competitive advantage on the market which is based on the intangible assets. The article has a theoretical character referring to previously conducted by the author of the research. The aim of this paper is develop a model of KKWs’ environment of professional activity within intelligent organization. The study was finalised with conclusions and the list of references. One of the conclusions: The elements of work environment which stimulate creativity are mainly represented by the so-called soft management components referring to various aspects of human capital management in an organization. However, these findings need to be interpreted with caution due to present limitations. Further research is necessary that would replicate and extend current study to other questions.
    Keywords: Knowledge Workers, management of Knowledge Workers, environment of professional activity for Key Knowledge Workers
    Date: 2019–08
  3. By: Maziar Jafary (School of Sociological and Anthropological Studies, University of Ottawa)
    Abstract: This paper investigates various roles that traditional knowledge can play in Indian managerial education. As it is shown in previous studies, Indian management schools in general and Indian MBA programs in particular lead Indian prospective entrepreneurs toward different sorts of entrepreneurial activities. Although new managerial education in post-cold-war India which mostly endorses entrepreneurship are not bounded to bureaucratic and industrial capitalism, Indian management education is still largely influenced by western and particularly American management schools’ structures and syllabuses. According to such scientific management, unlike modern knowledge which is highly entrenched in rational modes of production, traditional knowledge has been confined to pre-capitalist modes of production and distribution of commodities. Still, new movements for reintegration and revival of traditional knowledge in Indian managerial education pretend that India can largely benefit from its traditional treasures for economic boosts. Thus, the conjunction point of modern managerial education and Indian traditional knowledge remains in new types of leadership as well as genuine entrepreneurial skills which are raised and developed by some of Indian managerial scholars. These novel ideas implicate the need for what is called “spiritual leadership†as well as tradition-based projects in Indian entrepreneurship. As such, I will explain in this paper, the ways by which Indian traditional knowledge can intrigue Indian managerial education in numerous ways, both in elite and popular levels.
    Keywords: Sociology of managerial education, India, Indian traditional knowledge, Indian management studies, Business schools, Management education, MBA education
    Date: 2019–08
  4. By: Nikolay Chichkanov (National Research University Higher School of Economics)
    Abstract: Despite the growing interest to the field of coproduction from the service-dominant logic literature, this concept is still being emerging and most of the existing papers do not provide any empirical evidence. The aim of the study is to investigate whether those KIBS firms that involve their customers in coproduction of services are more innovative. This paper explores the relationships between a set of innovation drivers and implementation of innovations in KIBS based on a sample of 441 firms operating in Russia. The results show that coproduction of services increases the possibility of both technological and non-technological innovations in KIBS to be implemented. This finding suggests that in addition to the service offerings quality improvement, coproduction of KIBS also acts as an innovation driver, which requires an attention from innovation managers
    Keywords: KIBS, coproduction, client involvement, innovation, innovation drivers
    JEL: O30 O31
    Date: 2019
  5. By: Ksenia Gonchar (National Research University Higher School of Economics, Moscow); Maria Kristalova (Bremen University and Friedrich-Schiller-University Jena)
    Abstract: This paper studies how innovation strategies of Russian manufacturing firms affect various features of firm performance. A multi stage model is used, which relates the firm's decision to undertake R&D to its innovation output, technical efficiency, labor productivity, and growth. We also include imports into the knowledge production function, because catching up economies may adopt technologies embodied in imported hardware. Additionally, we link productivity and innovation output to survival. We find that both types of knowledge input - R&D and imports - strongly determine innovation. Innovations yield the strongest performance return in the case of catching up to technological frontier. Product innovation is more beneficial than process innovation in all performance features except for labor productivity. However, higher efficiency does not improve the growth rates or survival time of manufacturing firms. Taken together, these results show that innovation is not uniformly rewarded across all features of firm performance.
    Keywords: innovation, productivity, growth, survival, Russia
    JEL: C30 D24 O30
    Date: 2019–02–25
  6. By: Swagata Bhattacharjee (Ashoka University)
    Abstract: Outsourcing of research is commonly observed in knowledge-intensive industries e.g. biotech. We model innovation as an ambiguous stochastic process, and assume that the commercial firms are more ambiguity averse than the research labs. We characterize the optimal sequence of short-term contracts governing innovation, and show how it facilitates ambiguity sharing. The firm's ambiguity aversion mitigates the dynamic moral hazard problem, resulting in monotonically decreasing investment and prevents equilibrium delay. However, compared to an ambiguity-neutral policymaker's benchmark, the research alliance stops experimenting earlier, and may liquidate the project even after being patented; even redesigning patent laws cannot solve both of the problems.
    Keywords: Ambiguity, Dynamic Contract, Patent law, Innovation, R&D
    Date: 2019–07

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