Knowledge flows

State-of-the-art equipment (2) leverage competencies, expertise, and resources across the firm ia an affordable way, ensuring knowledge flow ia shared areas of technical competencies (J) explore and develop new technologies, competencies, and busiaess options beyond the constraints of iadividual busiaesses (4) maintain a longer-term focus, separate from the day-to-day concerns of the business and (5) provide access to the world s best hires, technology leaders, consultants, and collaborators. 

Our perspective on scalable structuration yields several insights. First, it is no longer appropriate to think in terms of knowledge stocks and knowledge flows. Structuration implies that structure is both... 

As an example, Fluor s Global Automation Team develops or customizes high-value, business-driven project automation solutions and, in doing so, creates value for clients. At Fluor, knowledge flows freely between employees located in more than 50 offices worldwide. The company s proprietary program, called Knowledge Online, is an Internet collaboration that allows members continuous access to Fluor experts located around the world and also to more than 22,000 knowledge objects. 

Connecting Organizational Silos Taking Knowledge Flow Management to the Next Level with Social Media by Frank Leistner... 

Supply chain. Product life cycle processes comprising physical, information, financial, and knowledge flows whose purpose is to satisfy end-user requirements with physical products and services from multiple, linked suppliers. 

Figure 3.1 illustrates how product or process innovations feed the next SCM driver, extended product design. We introduced the idea behind extended products in Chapter 1. Our supply chain definition, also in Chapter 1, describes the supply chain as physical, information, financial, and knowledge flows for moving products and services from suppliers to end-users. This includes a lot of services, which accompany their base, or physical, products. 

Links can be of two types. Eirst, links are the ways partners in the supply chain coordinate their joint enterprise. Links can include any of the supply chain components — physical, information, financial, or knowledge flow — and the business rules that go with them. Strong links lead to a well-coordinated effort weak ones to an uncoordinated effort. Links are also... 

Supply chain 1. Life-cycle processes comprising physical, information, financial, and knowledge flows whose purpose is to satisfy end-user requirements with products and services from multiple, linked suppliers. 2. The global network used to deliver products and services from raw materials to end customers through an engineered flow of information, physical distribution, and cash. (Adapted from APICS Dictionary, lOtb edition)... 

Our outline of chemical operations using pure chemical substances in sixteenth- and seventeenth-century metallurgy and pharmaceutical salt production shows that the chemistry of pure substances was a domain of chemical practice no less than of theory. It existed in workshops and artisanal laboratories and never became an exclusively academic subject. As is characteristic of chemistry in general, the workshop and the laboratory were by no means different worlds separated from each other. In eighteenth-century chemistry, materials, instruments, techniques, experiences, and conceptual knowledge flowed continuously back and forth from artisanal to academic sites. The men who inhabited these worlds ceaselessly crossed these boundaries as... 

How can we learn together, rather than assume that knowledge flows one-way ... 

Where industrial problems vary by activity, policy must vary too selective intervention is an essential element of industrial poUcy. ball and Wangwe (1997) argued this point nearly 20 years ago it remains true today that distinct sectoral problems require distinctive sectoral solutions. Pharmaceuticals share characteristics with Tanzania-based industry generally but also face characteristic challenges (see also Chapter 1). Furthermore, some of the firms problems, as the manufacturer quoted above implies, are policy-based and distinctive to the pharmaceutical and medical supplies sectors. Furthermore, clusters of firms create mutual benefits in terms of knowledge flows and spill-overs (Nadvi and Haider, 2007 Page, 2012 see also Chapter 2), and Tanzania risks losing these benefits as the number of firms falls. Turnaround for this sector needs to be policy-led. 

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