**7. References**

240 New Research on Knowledge Management Models and Methods

It is increasingly clear, however, that the technologies used fruitfully by bureaucratic control have started successfully to restructure society, economics, and even culture. As it has been noticed by many, we are heading towards a next control crisis, and the way out of it is a next control revolution: networks instead of hierarchies, human technology next to machine technology, cooperative and "multistakeholder" management instead of single-center organization, sustainability and humanization instead of profit-oriented growth function, as well as local and global coordination based on reciprocity, voluntarity

This perspective shows clearly the nature of the multiple trap in which UNESCO is caught. The organization (with its goals, mission, networks of interest and its organizational structure) is a (top) product of the industrial era. The organization has moved forward from its past rooting in the industrial era with the fact that not so long ago the area of "information and communication" has been integrated into its main scopes of activities as the fifth pillar, and thus the rhetoric of information society have also been included into its documents. In order to reach a civilizational change, the organization should go beyond its restrictions in information-age science, in information-age education, and should think along a radically innovative logic regarding the production, consumption and the geography of culture. It has to perform this task in a way that it also takes into consideration that countries of crucial importance – let us just think of the BRIC group (Brazil, Russia, China and India) – are still fighting for the industrialization and modernization of their own country, and are very far from patterns of employment, consumption, stratification of society and culture typical of information society, but enjoy all the advantages of up-to-date information technology. And we have not mentioned yet agrarian countries that are in a pre-industrial stage… All this does not contradict the idea that norms and relationships typical of information society should be taken as guidelines for action: in a concrete information society an urgent task in development is bridging the gap between areas and social groups at different levels of development, and similarly, it is important to keep on the agenda that nations that are seemingly the furthest from the global information society are

*As long as UNESCO functions as the rear-guard of the industrial era, it cannot act as vanguard of information society* in order to replace bureaucratic control via creating social control structures and alternative value chains. If it cannot and does not wish to be a "laboratory of future", which supports the future control revolution relying on systems of producing, distributing and consuming knowledge, and which is based upon a model of culture and society or world-view that is typical of the information age, if it does not face conflicts with the monstrous interest relations of the industrial age, then it will deteriorate rather quickly

Luckily, there is still potential to fulfill. Despite all its problems, UNESCO is an authentic "brand". It managed to address and keep working with several dedicated, well-prepared experts who have a mission, as well as to build a network of cooperation with NGOs, and its activity has always been formed along the lines of preserving and fostering values. Thus, it has a significant amount of opportunity points and trust capital that it can still turn towards a change of philosophy and organization required for solving global problems that are included into its mission statement, instead of maintaining the organization as an end in itself. If this effort is successful, the moulds and paths will be formed almost automatically,

and solidarity.

included into its network.

into an empty display of a declining era.

Beniger, J. (1986): The Control Revolution. Technological and Economic Origins of the Information Society, Harvard University Press

Beer, S. (1972): Brain of the Firm: Managerial Cybernetics of Organization, Allen Lane Beer, S. (1985): Diagnosing the System for Organizations, John Wiley & Sons, Chichester Birkbeck, D. (2012): Global Knowledge Governance and the World Intellectual Property Organisation, Edward Elgar Publishing (forthcoming)

<sup>8</sup> http://www.zef.de/606.html 9 http://polisproject.org/researchareas/knowledgegovernance 10 http://keionline.org/fora

Transcending Knowledge Management, Shaping Knowledge Governance 243

Jones, W. (2007): Keeping Found Things Found: The Study and Practice of Personal Information Management (Interactive Technologies) Morgan Kaufmann Jones, W. , Marchionini, G. (2011): Personal Information Management (Synthesis Lectures on Information Concepts, Retrieval, and Services) Morgan Claypool Jordan, G. and Schubert, K. (eds.). (1992). Policy Networks. *European Journal of Political*

Lane, J. (2009) : Science Innovation: Assessing the Impact of Science Funding *Science*, Vol.

Leonard, A. (2000): The viable system model and knowledge management, *Kybernetes*, Vol.

Mariussen, A. (2003): New forms of knowledge governance. Basic outline of a social system

Miller, C. A. (2007): Democratization, International Knowledge Institutions, and Global

Murmann, J.P. (2003): Knowledge and competitive advantage: the coevolution of firms,

Pauleen, D. (2011): Personal Knowledge Management: Individual, Organizational and Social

Por, G. (2000): Nurturing systemic wisdom through knowledge ecology. *The Systems* 

Rowley, I. (2009): Japan Inc. Continues to Spend Big on R&D Despite the Recession. *Business* 

http://www.businessweek.com/globalbiz/blog/eyeonasia/archives/2009/08/jap

Senge, P. (1990): The Fifth Discipline: the Art and Practice of the Learning Organization.

Simard, A. (2006).: Knowledge markets: More than Providers and Users. *IPSI BgD Internet* 

Smits, M., Moor, A.D (2004): Measuring Knowledge Management Effectiveness in

Thomson, G. (2003): Between Hierarchies & Markets: the logic and limits of network forms

Wenger, E., McDermott, R., & Snyder, W. M. (2002): Cultivating communities of practice: A guide to managing knowledge.Boston: Harvard Business School Press p.27. Whitley, R. D. (2000): The Institutional Structuring of Innovation Strategies: Business

Zaleznik, A. (1985): Power and the Corporate Mind: How to Use Rather Than Misuse

Zhenglai, D. (2000): Civil society and reconstruction of national knowledge governance

Communities of Practice. *Proceedings of the 37th Hawaii International Conference on* 

Systems, Firm Types and Patterns of Technical Change is Different Market

system: growth and role of unofficial knowledge diffusion mechanism. China's

Transferring Knowledge Copenhagen, June 12-14. Available from:

technology and national institutions, Cambridge University Press

http://www.druid.dk/uploads/tx\_picturedb/ds2003-832.pdf.

*Institutions*, Vol. 20, No. 2, pp. 325–357.

Perspectives, Gower Pub Co.

*Thinker*, Vol. 11 No.8. pp. 1–5.

New York: Doubleday. p.3.

*System Sciences* pp.236-244.

an\_maintains.html

*Week*, August 5. Available from:

*Research Society Transactions* Vol.2 No.2 pp.4-9.

of organization, Oxford University Press

Economies *Organizational Studies* 21, 855-886.

Leadership Bonus Books; 2nd edition

approach to innovation policy DRUID Summer Conference: Creating, Sharing and

Governance *Governance: An International Journal of Policy, Administration, and* 

*Research*, Special Issue, 21, 1-2.

324. No. 5932, pp. 1273 – 1275

29, No. 5/6; p. 710


Boisot, M.H. (1988): Knowledge Assets. Securing Compettive Advantage in the Information

Cornwell, A.W. (1992): Freeing the Corporate Mind: How to Spur Innovation in Business

Curado, C., Bontis, N. (2011) Parallels in knowledge cycles *Computers in Human Behavior* 

Dalal, N. (2006): Toward Reflective Dialogue based Inquiring Systems. In: The 12th Americas Conference on Information Systems, Acapulco, Mexico, August 4-6. Dalal, N., Z. Karvalics, L. (2009): An Extended Model of Knowledge Governance In:

Dalal, N., Z. Karvalics, L. (2011): Beyond Knowledge Management. An extended model of

Davenport, T. H. (1994): Coming soon: The CKO, *Information Week*, (491). September, pp.

Davis, B. (2007): Harnessing Knowledge Markets Research Program Kaieteur Institute for

Dedijer, S. (1968): Early migration In: Adams, W. (Ed.): The Brain Drain New York, The

Earl, M.J., Scott, I.A. (1999): What is a Chief Knowledge Officer? Opinion. *Sloan Management* 

Etzel, B., Thomas, P. (1999) Personal Information Management: Tools and Techniques for

Foss, N. J.: The Knowledge Governance Approach In: Copenhagen Business School Center

Foss, N. J.: The Emerging Knowledge Governance Approach: Challenges and Characteristics

http://organizationsandmarkets.com/2007/02/05/knowledge-governance-

Foss, N.J., Michailova, S. (Ed.): *Knowledge Governance. Processes and Perspectives* Oxford

Gu, Y. (2004): Global knowledge management research: A bibliometric analysis

Hong, H., Scardamalia, M., Zhang, J (2010): Knowledge Society Network: Toward a

Dynamic, Sustained Network for Building Knowledge *Canadian Journal of Learning* 

for Strategic Management and Globalization *Working Paper Series* (2005). Available

Knowledge Governance Primer *Organization*; 14: 29-52.o. (2007) Available from:

Best Practices for the Knowledge Society - Knowledge, Learning, Development and Technology for All. Second World Summit on the Knowledge Society, WSKS 2009, Chania, Crete, Greece, September 16-18, 2009. Proceedings. Series: Communications in Computer and Information Science , Vol. 49 Lytras, M.D.; Ordóñez de Pablos, P.; Damiani, E.; Avison, D.; Naeve, A.; Horner, D.G. (Eds.),

Knowledge Governance *International Journal of Knowledge Society Research* Vol.2,

Economy Oxford University Press

Vol. 27, No.4 July pp. 1438-1444.

Knowledge Management Toronto, 2007

from: http://ssrn.com/abstract=981353

*Scientiometrics* Vol.61. No.2. pp. 171-190.

*and Technology*, Vol. 36.No.1. Available from: http://www.cjlt.ca/index.php/cjlt/article/view/579/282

Hampden-Turner, C. (1990): Charting the Corporate Mind, Free Press

Achieving Professional Effectiveness, NYU Press

Macmillan Company pp. 9-28.

*Review* Vol. 40. No. 2; p. 29

University Press (2009)

Execu-Press

XXVIII, 586 p.

No.4.

primer/

95.


**11** 

*Romania* 

**Creating a Culture of Learning and Knowledge** 

**Sharing in Libraries and Information Services** 

Organizations have focused over the last two decades on finding a solution which could help them achieve success in a society dominated by changes that maintain and enhance competition permanently. The solution identified by organizations is represented by a new managerial process that concentrates on the most valuable resource currently available to them, namely the knowledge held both at the level of the employees individually and of the processes and practices specific to each organization. Implementation of knowledge management process is largely seen as a critical element in contemporary organizations which will enable and facilitate their survival and success, preservation of their position on

Awareness of the importance which knowledge resources have concerning the performance of organizations has led to structural changes and massive investment for implementing knowledge management in organizations. Any discussion and any initiative in this regard involves the recognition of the need to make significant changes at organizational level that refer to the transformation of the way organizations relate to competition, to change and how they act in order to meet the challenges of society. Any knowledge management approach should consider hence that key element enabling organizations to adapt continuously to the changing environment, namely learning. This plays a leading role in transforming organizations and therefore in the implementation of knowledge management, and from there to the discussion on the need for their transformation into

Competitive advantage, which is often mentioned in literature, is based on the knowledge resources and the learning capacity of organizations (Argyris & Schon as cited in Tschaitschian et al., 2000; Prusak, 1996). It depends according to analysts on the organization's ability to acquire knowledge assets by planning and facilitating organizational learning (Pucik, 1996) which leads to the development, consolidation and growth of these resources, both through internal actions and collaborations, alliances, and partnerships with other organizations. Knowledge sharing too contributes to increasing competitive advantage (Teece, 2002) because value creation is based not only on the possession of knowledge and other assets, but also on the ability to transfer, assimilate, and

Knowledge resources as such, their collecting, storage, processing and organization, but also learning as a simple process do not guarantee organizations they will obtain performance in

**1. Introduction** 

the market, and growth of their performance.

learning organizations is only one step.

combine knowledge and other assets.

Octavia-Luciana Porumbeanu Madge

 *University of Bucharest* 

state control of books and accesss to knowledge and information. *Civil Society and Governance Programme*, IDS Available from:

http://www.eldis.org/assets/Docs/11467.html

Z.Karvalics, L. (2011): The Dual Flue Effect. A Model and an Action Plan to Increase Knowledge-based Employment. Endorsement to the IBM White Book 1. JATE Press, Szeged, pp. 1-31. Available from:

 http://www-05.ibm.com/hu/feherkonyv/pdf/Tanulmanyok\_az\_IBM\_Feher\_ Konyvhoz\_angolul.pdf
