nep-knm New Economics Papers
on Knowledge Management and Knowledge Economy
Issue of 2022‒06‒13
four papers chosen by
Laura Nicola-Gavrila
Centrul European de Studii Manageriale în Administrarea Afacerilor

  1. Knowledge is non-fungible By C\'esar A. Hidalgo
  2. The Third Mission in the Academic Profession: Empirical Insights into Academic Identities By Püttmann, Vitus; Thomsen, Stephan L.
  3. Learning Organization Mechanism within the Framework of Electronic-Based Government System in Mamuju District By Kamal, kasmad
  4. Exploring Medtech Innovation Ecosystems: A Dynamic Capabilities Approach By Mathias Béjean; Anaïs Garin

  1. By: C\'esar A. Hidalgo
    Abstract: What would you do if you were asked to "add" knowledge? Would you say that "one plus one knowledge" is two "knowledges"? Less than that? More? Or something in between? Adding knowledge sounds strange, but it brings to the forefront questions that are as fundamental as they are eclectic. These are questions about the nature of knowledge and about the use of mathematics to model reality. In this chapter, I explore the mathematics of adding knowledge starting from what I believe is an overlooked but key observation: the idea that knowledge is non-fungible.
    Date: 2022–05
  2. By: Püttmann, Vitus (Leibniz University of Hannover); Thomsen, Stephan L. (Leibniz University of Hannover)
    Abstract: In line with the growing relevance of higher education and science for societal development and innovation processes, there has been a steady increase in the salience of interrelations with the extra-academic environment in the context of academics' work. Insights into the status of this so-called third mission in the academic profession remain fragmented, however. We use the concept of an academic identity as an analytical lens to investigate this status empirically based on an original survey among 4,284 professors in Germany across the full range of academic disciplines. The results show that the third mission is firmly included in the academic identities of many, but not all, professors and that the forms of inclusion differ. Specifically, we are able to identify four types of identities: (1) the dedicated type who embraces the third mission as a whole; (2) the idealistic type who emphasizes responsibility toward society and sociopolitical matters; (3) the pragmatic type who emphasizes material work-related and personal benefits; and (4) the reserved type, characterized by an overall distanced stance. We furthermore find evidence of a strong impact of disciplinary communities on the specific types of identities that academics develop, whereas the organizational context and the cohorts to which academics belong appear less relevant. In addition, there are indications that individual characteristics shape the identity formation process. Last, there are strong and differential associations between academics' identities and their actual third mission engagement. Overall, it appears that the third mission—at least if its multifaceted nature is considered—is a relevant area of activity for a significant share of the academic profession.
    Keywords: third mission, knowledge transfer, continuing education, societal engagement, academic profession, academic identity, professor
    JEL: I23 O35 O36
    Date: 2022–05
  3. By: Kamal, kasmad
    Abstract: This study undertook an analysis of learning organization in the implementation of electronic-based government system (SPBE) in Mamuju District. The study used a qualitative approach. The results of the study show that the implementation of electronic-based government system in Mamuju District encourage organizations perform transformations organization of the mechanism manually to the mechanism of electronics is realized through changes in environmental organizations as a form of adjustments to the implementation of electronic-based government systemernment such as changes in the structure , mechanisms of work and patterns of communication and culture as well as the attitude of employees in work. The mechanism of learning organization practiced during the implementation of electronic-based government systemernment in the District Mamuju such as decision and policy leaders are accompanied by the preparation of human resources personnel are capable to work through strategies of education and exercise to improve the knowledge and skills of employees in the field of information communication technology (ICT), to encourage employees to share knowledge and skills share knowledge through (system information manajemenet) SIM and e-learning which can support the effectiveness of the implementation of electronic-based government systemernment.
    Date: 2021–09–06
  4. By: Mathias Béjean (IRG - Institut de Recherche en Gestion - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12 - Université Gustave Eiffel); Anaïs Garin (IRG - Institut de Recherche en Gestion - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12 - Université Gustave Eiffel)
    Abstract: Introduced by Moore (1993) as a way to depict a business environment in which actors both collaborate and compete to create value that individual organisations could not produce otherwise, the ecosystem concept has since then gained importance in the strategic management literature. Recently, scholars have turned their attention towards orchestrating activities, which are necessary for artificial ecosystems to develop and evolve over time (Autio, 2021; Chen et al., 2019; Yaghmaie & Vanhaverbeke, 2019). Some of these activities, performed by actors called "orchestrators", were identified by scholars (Äyväri & Spilling, 2020; Lingens et al., 2021; Roijakkers et al., 2013). However, the capabilities necessary for orchestrators to carried out their activities remain understudied. Previous research has shown the relevance of dynamic capabilities in the context of ecosystems to stimulate value creation and ecosystem renewal (Heaton et al., 2019; Helfat & Raubitschek, 2018; Linde et al., 2021). Following this stream of research, this paper draws on the dynamic capability framework to better understand ecosystem orchestration activities and determine how the study of heterogeneous ecosystems enrich the literature on dynamic capabilities in ecosystems. A single-case study of Cowork'HIT, one of the central actors in the Handicap Innovation Territoire (HIT) innovation ecosystems in Bretagne, France, helped us understand ecosystem orchestrating activities and the associated capabilities. This research contributes to the nascent literature on dynamic capabilities in ecosystems and can help policymakers to foster the emergence of orchestrators and regulate ecosystems over time.
    Date: 2022–05–05

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