The Dissemination of Knowledge: Globalization

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Table of Contents

Introduction
Literature Review
Analysis
Findings
Conclusion
List of References

Introduction

Globalization processes have had a great impact on dissemination of knowledge and idea and free trade relations. Those propositions of a normative kind that invoke the non-state, be they with regard to global economy, conflict and peace studies, or the promotion of human rights, have to be accompanied by some persuasive argument as to what the real-world conditions for the realization of such goals may be. The paper identifies the main knowledge dissemination strategies and concentrates on technological solutions and improvements in modern world. Enhancing the system at this time would also allow the leaders to serve clientele better. Since the leaders realize that making the decision to update the system and actually doing it are two different things, he/she begins to predict how he might go about the process. It is recognized that the leaders are aware that many technological advances have been made since the system is installed. The aim of the course work is to gather theoretical data on the topic of dissemination of knowledge and analyze the links between globalization, free trade and dissemination of knowledge. The proposed research question will benefit business community because it will identify the current problems in modern organizations and propose new solutions for knowledge management. Also, the paper will evaluate current literature on the topic and choose the best strategies for modem workplace. It is recognized that knowledge management is the process that has evolved during the last two decades of our century. The modern definition of knowledge management can be formulated in the following manner: Dissemination of knowledge is the process that is based on the use of artificial intelligence and the other concepts that can be learned by the machines. The paper will concentrates on the impact of globalization on dissemination of knowledge and relations between free trade and knowledge transfer. Critics admit that it is difficult to find a definition of dissemination of knowledge since it is difficult to define exactly what constitutes knowledge in the first place. Dissemination of knowledge can be summarized as the process through which organizations is able to generate value from their intellectual and knowledge-based assets. Knowledge will bring the following benefits for the organization:

Decreased costs
Saved time
Improved quality
Improved sales

The process of generating value from the global knowledge is very complicated in its essence first of all because it involves both people and technology components. The components are gathered together in an effort to develop best practices about the whole issue.

Literature Review

The main layer of literature discusses the impact of globalization on knowledge development and technology proliferation. In their studies, MacGillivray (2005, p. 22) and Osterhammel and Petersson (2005, p. 12) state that establishing the market would entail the removal of all those barriers and factors which inhibited free movement. Thus, the challenge of integration is that nation-states are against enlargement outside the EC. Externally, the single market is meant to strengthen EC competitiveness in world markets, especially against the United States and Japan. This literature underlines that knowledge transfer is a driver of economic and social change in less developed regions.

Addison-Wesley and Trebilcock (2005, p. 7), Alexander et al (2004, p. 23), Bagwell and Staiger (2004, p. 54) underline that dissemination of knowledge teaches people how to generate value from our assets that are available to them. Globalization processes are very important for the general functionality knowledge management system. Taking the above mentioned steps in required field to make the most of our spatially enabled systems and processes. The measure is taken with the aim to justify business change programs that are centered on knowledge management (Davenport and Prusak 1998, p. 11). Practically, knowledge management is the combination of the data and information contained in databases with the heuristic applications of human thought.

Child (2005, p. 21), Frame (2002, p. 56), Krugman and Obstfeld (2006, p. 48), Grote (2006, p. 33) state that knowledge transfer s in the service of the economy; families, associations, networks and cultural arrangements help create trust, credibility and literate consumers and workers. Political values of participation are lost from the equation, as is the central political concept that civil society is an autonomous sphere of social activity. Under such constraints, citizenship may help to build social capital, but they may not enhance or strengthen an autonomous civil society. Many NGOs and other associations may therefore view the ‘research community’ negatively: as part of the elite, exclusive and with insubstantial connections to civil society.

Taylor (2004, p. 77), Tiwana (2005, p. 34), Varian (2003, p. 84) state that introduction of technology of knowledge practice brings many profits for any business. Usually, improvement starts with defining the main strategic problems faced by the organization. The other aspects that are taken into consideration while improving the performance of the organization include: improved customer service, improved reliability, and the improvement of business practices.

Analysis

The secondary data analysis and deductive reasoning are the main tools usedcin the course work. For knowledge transfer, the autonomy principle is important because it means that, while the external environment plays an important role in competence development, knowledge workers are not simply the products of their environments or workplaces (Sorensen, and Whitta-Jacobsen 2004, p. 45). Knowledge agents have the potential for managing and changing the course of their organizations. At the same time it is clear that the roles knowledge workers play in the different organizations in which they act exert strong influences on actions. Such corporations as IBM and Apple are two best examples of ideal knowledge workers workplaces. Information technology is the main sphere of business for both companies, so knowledge workers have unlimited possibilities to apply their professional knowledge in unique settings (Tiwana 2005, p. 24; Stacey 2005, p. 45). The first step taken by the company was the creation of different knowledge-oriented organizations that existed within the consulting practice (Moore, 2001, p. 1; Redpath et al 2007, p. 65; Wade et al 2006, p. 87).

In free trade environment, knowledge agents hold to the idea that knowledge is primarily resided in people, not technology (Tiwana 2005, p. 45; Kucza and Komi-Sirvio 2001, p. 22). Modern economy demands professional employees able to master new knowledge and skills all their life. Knowledge agents is unique group of employees which possesses the ability to interpret, use and apply information in new and specific areas of organizational performance (Stacey 2005, p. 36). Competence, in this case, refers to one’s capabilities for organizing and effectively using cognitive, social, and behavioral knowledge in order to achieve one’s purposes and goals at work. Competence is not something that a worker either has or does not have, such as specific knowledge, skills, or abilities. Goals, interests, values, and attitudes influence the way in which one organizes one’s individual resources for mastering the problems and challenges encountered in life. Every knowledge worker has a level of competence that has been developed in diverse ways and to varying degrees (Tiwana 2005, p. 41; Stiglitz 2002, p. 102).

Free trade relations appear to have a visible and sometimes independent impact in periods of critical transition (Davenport and Prusak 1998, p. 88). At the domestic level such transitions may occur through electoral change and democratization as well as through changing policy. In more stable circumstances, policy innovation and impact remain available through processes such as policy transfer and developing routes of bureaucratic and political access. Following Friedman (2000): “Globalization is the inexorable integration of markets, nation-states and technologies to a degree never witnessed before—in a way that is enabling individuals, corporations and nation-states to reach around the world farther, faster, deeper and cheaper than ever before” (p. 9).

Findings

The research allows to say that during the knowledge dissemination process, economic agents need autonomy and independence in order to apply their knowledge and skills into practice. Two principles of work design in particular — opportunities for ongoing learning and development and opportunities for self-governed action — are constantly associated with better organizational performance. These two principles are associated with higher productivity, quality and other measures of effective project performance (Madanmohan 2004, p. 77; Hirst and Thompson 1999, p. 87). The successful implementation of knowledge management is attributed to the activities of Center for Business Knowledge (CBK) (Kucza and Komi-Sirvio 2001, p. 98).

The transaction to knowledge management technology is not that easy. As a matter of fact, the company has to overcome quite a big number of challenges. The main source of problem was rather problematic situation with knowledge management. Though good in general, the system still had weak spots. The main dilemma was concerned with company’s culture that was traditionally based on pragmatism and experience rather than a conceptual orientation. Also, there was a strong need for the structural changes that should have been introduced into the company (Frame 2002, p. 74; Brown and Lauder 2001, p. 99). The situation is reasoned by the fact that many workers have got used to work according to the rules of the old system. Also, many workers found it particularly difficult to pursue structured knowledge patterns in the process of working with systems and documents. To summarize, the implementation of knowledge management can be described as rather successful. Some of the problems occurred because on workers’ orientation on the traditional pattern of work rather than that suggested by knowledge management (Card 2001, p. 104; Varian 2003, p. 73).

Any company should recognize that effective management and leadership are envisioning what the company must do in order to prosper. Training programs are often used by companies to improve skills and knowledge of employees and improve their productivity. Personal develop plans and programs need effective leadership and support to lead and motivate employees. Leadership style enables a person to be accepted by others. To deal with this problem, many different approaches have been employed in the search for the ways that encompass effective leadership. Giving up on the trait method, critics turned their attention to observing what effective leaders do (Madanmohan 2004, p. 88; Bhagwati 2004, p. 97). Third world courtiers have to change its approach to knowledge management thus introducing significant changes into the way the organization has been managed. Embedding knowledge in technology has also brought many changes to the supporting environment. As a result, many of the technology options show the tendency to change rapidly. The major challenge encountered by the company was to accommodate the changing technology to some types of consulting knowledge. Building relationships with senior client executives is the process that can be described as rather tacit in its nature (Frame 2002, p. 67). The effective communicator will not allow the communication process to terminate here. He or she will elicit feedback in order to ascertain to what extent the original image transmitted is the image that the receiver reproduced. The task of the leader is to ensure that everyone is involved in a chance and their voices are heard by the project managers. Painstakingly the leader and the manager are obliged to review many details, exploring all available scenarios, trying to prepare a plan that should ensure a successful implementation of the new system. The leader sees himself answering the many objections to making a main change, especially from those subordinates most directly affected. The willingness and competency of a leader play a crucial role in training and change implementation programs (Madanmohan 2004, p. 79).

Conclusion

What evolved from the difficulties experienced with these two-dimensional models is an “it depends” clarification for effective leadership. There are times when the situation calls for a lot of concern for the subordinates, for example, in developing methods to implement major change. It is a currently held belief that the key to effective leadership exists not within the leader or in what the leader does per se, but within the situation. The situation dictates what an effective leader should do. Therefore, the effective leader is an individual who can accurately assess the demands contingent in the situation and act accordingly by creating images of potential actions and results that fit the demands of a critical situation (Schuler 1998). As the human resource professional responsible for the training and development at your organization, it is important that you consider different situations when you design leadership workshops. You should develop many different scenarios that will allow trainees to experience a multitude of varied leadership behaviors. Globalization creates new opportunities for dissemination of knowledge which plays a core role in world economy. On the one hand their direct economic, political or military interventions are a crucial part of political development in their homelands. On the other hand citizenship influences the foreign policy considerations of their host countries. To measure effectiveness in terms of their ability to influence changes in host state or homeland governments’ behavior only is too ambitious and narrow a yardstick for success. Here it will be suggested that political groups’ ability to establish channels of dialogue and get their messages across to political representatives and institutions of the host country or homeland, or at an international level, is in itself a measure of the effectiveness of homeland political activities. Knowledge transfer connects different business institutions and helps developing countries to complete with developed regions of the world.

List of References

Addison-Wesley Howse R & Trebilcock M 2005. Regulation of International Trade Routledge. pg. 632.

Alexander K et al. 2004. Global Governance of Financial Systems Oxford University Press. pg. 328.

Bagwell K and Staiger R.W. 2004. The Economics of World Trading System MIT Press. pg. 224.

Bhagwati, J. 2004. In Defense of Globalization. Oxford: Oxford University Press. pg. 320.

Brown, P. and Lauder, H. 2001. Capitalism and Social Progress: The Future of Society in a Global Economy, London: Palgrave. pg.324.

Card, David. 2001. “What Makes a Software Measure Successful.” American Programmer. September. p. 104.

Child, J. 2005, Organization: contemporary principles and practice. Malden, MA: Blackwell Publishing. Pg.324.

Davenport, T. and Prusak, L. 1998, Working Knowledge: How organizations manage what they know?, Harvard Business School Press,. pg.342.

Frame, J.D. 2002. The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities. Jossey-Bass. pg.231

Friedman, Th. 2000. The Lexus and the Olive Tree: Understanding Globalization. Anchor; 1 Anchor edition. pg.223.

Grote R (ed.). 2006. Regulation of International Financial Markets. Cambridge University Press pg.341.

Hirst, P. and Thompson, K. 1999. Globalization in Question: The International Economy and the Possibility of Governance, Second Edition; Cambridge: Polity Press. pg.223.

Krugman, P. R. & M. Obstfeld 2006. International Economics: Theory and Policy Cambridge University Press. pg.784.

Kucza, T. Komi-Sirvio, S. 2001. Utilising Knowledge Management in Software Process Improvement – The Creation of a Knowledge Management Process Model. ICE. pg.228.

MacGillivray, A.2005. Globalization. Carroll & Graf, 2005. pg.344.

Madanmohan, R. 2004. Knowledge Management Tools and Techniques: Practitioners and Experts Evaluate KM Solutions. Butterworth-Heinemann; 1 edition. pg.346.

Moore, C. 2001. “Tapping knowledge”, InfoWorld. Framingham.

Osterhammel, Jurrgen, and Nieles P. Petersson. 2005. Globalization: A Short History. New Jersey: Princeton University Press, 2005. pg.332.

Redpath, L. Hurst, D., Devine, K. 2007. Contingent Knowledge Worker Challenges. Human Resource Planning, 30 (1), 43.

Sorensen, P. & Whitta-Jacobsen, H. 2004. Introducing Advanced Macroeconomics: Growth and Business Cycles McGraw Hill Higher Education. pg. 750.

Stacey, R. 2005. Strategic management and Organizational Dynamics, 2 ed., London, Pitman. pg.189.

Stiglitz, J. 2002. Globalization and its Discontents, London: Allen Lane, 2002.pg.282.

Tiwana, A. 2005. Knowledge Management Toolkit, The: Practical Techniques for Building a Knowledge Management System. Pearson Education. pg.341.

Taylor,L. 2004. Reconstructing Macroeconomics: Structuralist Proposals and Critiques of the Mainstream Harvard University Press. pg. 456.

Wade, R., Kambhampati, U. S., Guista, M. D. 2006. Critical Perspectives on Globalization. Edward Elgar Publishing. pg.189.

Varian, H.R. 2003. Intermediate Microeconomics: A modern approach , 6TH ed. Norton pg.728.

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