Knowledge Networking in Extended Enterprises by Dimitris Apostolou, Kostas Kafentzis, Gregory Mentzas, Wolfgang Maas.

Knowledge Networking in Extended Enterprises by Dimitris Apostolou, Kostas Kafentzis, Gregory Mentzas, Wolfgang Maas.

My understanding in this paper is as below:

This is a paper to evaluate the increase in inter-organisational knowledge sharing capabilities brought about by the Internet-driven "new-economy" technologies and the resulting managerial implications and presents typology of knowledge sharing networks; discuss the benefits as well as the challenges associated with inter-organisational knowledge sharing.
The knowledge networking in the organisation is complex networks because their connection is not only stick in supply chain or financial connection only. The organisation networking is intimate sharing both information and knowledge with both customers and partners.

Existing Theories & Work
All the way through many knowledge management initiatives, the challenge of developing and supporting network based communities. On the other hand, networking in which companies may improve their internal collaboration and work more closely with their partners and customers.
In the network, co-ordinated and integrated is needed in the activities, but the integration relies on knowledge and relationships and a clear common sense of purpose.
Thus, Nonaka and Takeuchi (1995) state the ideas about “work as a network of conversations” and the “hypertext organization”. There is various organisation form of network. For example, their sharing culture is within external or internal.
Knowledge networks are relationships among individuals, teams and organisations working on a common concern and embed dynamism for collective and systematic knowledge asset creation and sharing.
There are five Knowledge networks critical characteristics which is differentiating them from other similar organisational structures and generally from communities of practice by Wenger (1999) and Wenger and Snyder (2000).

The following is the characteristics:
1. Knowledge networks are responsible for creating, sharing, protecting and cultivating common knowledge assets;
2. Knowledge networks are working networks and they are purpose-driven;
3. Knowledge networks require organisational commitment beyond the commitment of their participating members;
4. Knowledge networks are built on expertise, not just interest ¨C or common practice ¨C alone; and
5. Knowledge networks aim at the development and strengthening of the learning capacity of all members by Seufert et al (1999).

Research Approach
The paper classifies knowledge networks consist of a qualitative mapping of five types of knowledge networks along two dimensions.
Openness of the community model is the first dimension, which is whether the approach is essentially a variant of existing knowledge based intranets or whether it has more open market character.
The second dimension namely extent of commercialisation. This dimension is concern about how much the “productizing” of knowledge within the electronic medium has succeeded.

The following is the type of knowledge networking and the elaboration:

Open Knowledge Source
· Open communities.
· Free resources of knowledge, communities and networks as well as arise and gathered around topics of common interest from individuals and experts.
· The participation in these communities is free of charge for the members.
· Information objects shared in this model can be readily available or be created by its member by answering to a knowledge need.

Intra-Organizational Knowledge Networks
· Within organizations
· The need for continuous access to knowledge has spurred the development of various knowledge initiatives.
· People search for knowledge because they expect it to help them succeed in their work.

Membership-based Knowledge Networks
· Closed communities with a varying degree of commercialization.

Knowledge Supply
· Closed knowledge communities and provide the means for relationship and trust building as well as for the frictionless transfer of expert knowledge whose codification level is relatively low.
· Expert knowledge provided in the form of professional services.
· Ad hoc specialized knowledge provision or constant knowledge flow by experts into organizations calls for close interaction and deep collaboration between the trading parties.
· The number of participants and the potential relations between them less than the open market business model but closer mutual relations are much easier achieved.

Learning Networks
· Great amount of knowledge and expertise accumulated by the different organisations with similar needs.
· Arguably the experience of regional clusters of small firms provides important piece of evidence.
· To explore the learning potential of this novel approach, an innovative knowledge-sharing.
· The inter-organisational learning networks where structures and systems have been formally established to increase the participants’ knowledge and innovative capability.
· Offers members the opportunity to interact and exchange knowledge with like-minded professionals and to both create and consume knowledge relevant to a topic of professional interest.

General Knowledge Trading
· Community is an open and commercial marketplace.
· Play the role of the only knowledge provider.
· Information objects traded are not too complex and sophisticated but easily codified and similar to commodity goods.
· Many-to-many model, offers significant opportunities for on-line collaboration between knowledge providers in order to fulfil specific information needs otherwise impossible to be met by a single provider.
· Members are provided with advanced search and navigation capabilities enabling them to locate the knowledge they need in short time among the plethora of knowledge assets available.

Findings
To professionally carry out knowledge networks there are a number of elements that should be taken into consideration.
Firstly, the development and delivery of true value-added services that are offered in both digital and physical delivery systems through the evolution of trusted trading communities must selling offerings explicit and tacit knowledge equally.
Secondly, to create long-term, knowledge-intensive solutions to industry pain points and to create new forms of value, trust is a critical component to true partnering. An established trust relationship is important in given a safe pathway to expand through “knowledge hubs”.
Finally, the paper state that price is not the only driving factor in knowledge transactions.