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Articoli di riviste sul tema "Knowledge economy management"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 11 febbraio 2022

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1

Ostrovska, H. "Іndustrial enterprises intellectual resources management in а knowledge-based economy". UKRAINIAN BLACK SEA REGION AGRARIAN SCIENCE 109, n. 1 (2021): 4–10. http://dx.doi.org/10.31521/2313-092x/2021-1(109)-1.

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Іndustrial enterprises intellectual resources management in а knowledge-based economy The article substantiates the theoretical provisions, scientific and practical recommendations for the industrial enterprises management in the formation of knowledge-based economy intellectual resources have been developed. The content and the main elements of the infrastructure-reproductive approach to the management of industrial enterprises intellectual resources are revealed. The classification of industrial enterprises intellectual resources management organizational levels is offered. The types of personnel policy that correspond to a certain level of the enterprise intellectual resources management organization are identified. The results of the study can be used to develop tools, methods, systems and mechanisms for managing the intellectual resources of industrial enterprises, aimed at maximizing the innovation effect, needed to ensure sustainable innovation at the current level. Keywords: knowledge-based economy; industrial enterprise; innovative development; intellectual potential; intellectual resources management; the effect of innovation; intellectual and innovative activity of personnel.

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2

Johannessen, Jon-Arild. "Knowledge management in future organizations". Problems and Perspectives in Management 15, n. 2 (5 settembre 2017): 306–18. http://dx.doi.org/10.21511/ppm.15(2-2).2017.01.

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The question addressed in this paper is linked to the future of knowledge management. The problem is that we don’t know how knowledge resources will benefit the organization of the future. The purpose in this article is to give some tentative answers to knowledge management, organizational design and leadership issues in the global knowledge economy.

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Stamou, Adamantia. "Knowledge management in doctoral education toward knowledge economy". International Journal of Educational Management 31, n. 3 (10 aprile 2017): 320–31. http://dx.doi.org/10.1108/ijem-11-2014-0143.

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Purpose The purpose of this paper is to investigate the role and the scope of knowledge management (KM) in doctoral education, in the emerging knowledge economy (KE) context, and the recommendation of a framework for KM in doctoral education. Design/methodology/approach An extended literature analysis was contacted to elaborate the role and the scope of KM in universities and research institutions in the context of global KE, and the role of knowledge workers, including doctoral students, as well as, the current directions for doctoral education. Literature analysis is followed by synthesis of the proposed framework for KM in doctoral education toward KE. Findings A framework for KM in doctoral education is proposed, which could be used to enhance quality of doctoral studies and could lead to research optimization and innovation growth. Finally, proposals are recommended for enhancing KM in doctoral education and utilize doctoral students as knowledge workers and change factors toward the notion of global KE. Originality/value The paper is an effort to start filling the literature gap in the emerging but under-researched subject of KM regarding doctoral education in the context of KE, with the purpose to enhance quality of doctoral studies and capture the socio-economic development advantages that come from training such a highly skilled workforce.

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Davenport, Thomas H., e Sven C. Voelpel. "Strategic Management in the Knowledge Economy". Long Range Planning 37, n. 1 (febbraio 2004): 103–5. http://dx.doi.org/10.1016/j.lrp.2003.11.004.

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5

Laestadius, Staffan. "Innovation Management in the Knowledge Economy". Technovation 24, n. 7 (luglio 2004): 593–94. http://dx.doi.org/10.1016/j.technovation.2004.01.001.

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6

Vorobyov, A. D. "Strategic Management in the Knowledge Economy". Management Science 8, n. 1 (20 marzo 2018): 32–41. http://dx.doi.org/10.26794/2304-022x-2018-8-1-32-41.

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7

Bică, Gheorghe, Mădălina Constantinescu e Elena Bică. "Innovation and knowledge management in a knowledge-based economy". World Review of Entrepreneurship, Management and Sustainable Development 11, n. 2/3 (2015): 156. http://dx.doi.org/10.1504/wremsd.2015.068576.

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8

Snyder, Benjamin H. "Counterproductive: Time Management in the Knowledge Economy". Contemporary Sociology: A Journal of Reviews 49, n. 2 (19 febbraio 2020): 162–64. http://dx.doi.org/10.1177/0094306120902418q.

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9

Wiig, Karl M. "Societal knowledge management in the globalised economy". International Journal of Advanced Media and Communication 1, n. 2 (2006): 172. http://dx.doi.org/10.1504/ijamc.2006.009737.

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10

Ozimek, Anna Maria. "Counterproductive. Time management in the knowledge economy". Information, Communication & Society 23, n. 3 (30 novembre 2019): 471–73. http://dx.doi.org/10.1080/1369118x.2019.1696383.

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11

Cegarra Navarro, Juan Gabriel, e Gabriel Cepeda-Carrión. "Healthcare management in the knowledge-based economy". Service Industries Journal 33, n. 13-14 (ottobre 2013): 1219–22. http://dx.doi.org/10.1080/02642069.2013.815741.

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12

O'Grady, Julia Scatliff. "Counterproductive: Time Management in the Knowledge Economy". Journal of Cultural Economy 12, n. 6 (11 luglio 2019): 609–12. http://dx.doi.org/10.1080/17530350.2019.1639530.

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13

Mohanty, Sasmita. "Knowledge Management for Youth: Skill India for Global Knowledge Economy". Indian Journal of Public Health Research & Development 9, n. 12 (2018): 2317. http://dx.doi.org/10.5958/0976-5506.2018.02208.8.

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14

Chen, Hsueh-hua, Tzu-heng Chiu e Jung-Wei Fan. "Educating Knowledge Management Professionals in the Era of Knowledge Economy". Journal of Information & Knowledge Management 01, n. 02 (settembre 2002): 91–98. http://dx.doi.org/10.1142/s0219649202000418.

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Abstract (sommario):

The era of knowledge economy has arrived, and knowledge has become a key resource for enterprises. How to keep creating and using new knowledge has become an important concern for modern business administration. How to manage knowledge efficiently and effectively will become a crucial issue in future. However, owing to differences in educational backgrounds, people may have different perspectives on knowledge management (KM), and so the effectiveness of KM may not be maximized owing to lack of integration. In view of this, the Departments of Library and Information Science, Business Administration, Information Management, and Computer Science and Information Engineering of the National Taiwan University put together a "KM Curriculum Program" that seeks to educate and train all-round KM professionals. This paper begins with the proposition that KM will be the focus of business administration in the 21st century, followed by the need to train interdisciplinary KM professionals and create channels for such training. Lastly, it takes "KM Curriculum Program, NTU" as a sample to explain the ideas behind its education and training. Further, by sharing experiences, we hope to motivate other colleges and universities to draw up similar programs to train skilled KM professionals and to improve Taiwan's competitiveness in the business world.

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15

Tikhomirova, Natalia V., Mikalai S. Malchenko, Anatoli P. Yakimakha e Siarhei M. Malchenka. "Knowledge and intellectual property in the knowledge economy". International Journal of Foresight and Innovation Policy 6, n. 4 (2010): 258. http://dx.doi.org/10.1504/ijfip.2010.037471.

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16

Krzakiewicz, Kazimierz. "Dynamic capabilities and knowledge management". Management 17, n. 2 (1 dicembre 2013): 1–15. http://dx.doi.org/10.2478/manment-2013-0051.

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Summary Dynamic capabilities and knowledge management The dynamic capabilities concept was formed and has been developed by integration of evolutionary theory, transaction cost theory, and the organisational learning and tacit knowledge concepts. As a result, it helps to weaken essential dichotomies of the strategic management theory, especially those relating to „internal and external” factors, a task that is of particular topical interest in today’s environment. The concept has at the centre of its attention the knowledge of the firm on how to manage its resources proactively in order to form new asset combinations and thereby capture economic rent. This knowledge is of particular importance if firms are to compete in the knowledge economy. The dynamic capabilities paradigm opens up perspectives for the all-encompassing analysis of various business strategy aspects, especially those that are crucial in ensuring a firm’s longterm success, such as entrepreneurship, change management or knowledge-based competitiveness. The concept of dynamic capabilities reveals what in fact amounts to a new mechanism of developing competitive advantages, one that is characteristic of innovative, informationdriven economy. This mechanism is founded not just on the firm’s pool of tacit knowledge (its key strategic asset), but primarily on the firm’s ability to capture economic returns from its knowledge assets. An argument may be put forward that the dynamic capabilities concept is at the core of a new strategy paradigm being formulated, and forms part of a new stage in strategic management theory

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17

Clarke, Thomas. "Editorial Navigating the Knowledge Economy". Creativity and Innovation Management 10, n. 3 (settembre 2001): 153. http://dx.doi.org/10.1111/1467-8691.00216.

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18

Metcalfe, J. S., e R. Ramlogan. "Limits to the economy of knowledge and knowledge of the economy". Futures 37, n. 7 (settembre 2005): 655–74. http://dx.doi.org/10.1016/j.futures.2004.11.006.

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19

Polyakov, Maxim. "Positive impact of international companies on development of knowledge economy". Problems and Perspectives in Management 15, n. 2 (8 giugno 2017): 81–89. http://dx.doi.org/10.21511/ppm.15(2).2017.08.

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In recent years, all economically developed countries of the world experience formation of knowledge economy as the highest stage of postindustrial economy development. International companies, basing their activity on accumulation of human capital according to the principles of innovativeness, scientific nature, continuity and progressiveness, play an important role in activation of this process. Owing to global nature of their activity it influences all spheres of human life in the world, improving it, as well as having an adverse impact (enhancement of poverty in some regions of the word, environment pollution, etc.). Achievement of these conditions of sustainable economic growth is possible just by the way of prevention of the adverse impact, which, among other things, depends on the active social position of the management of international companies. Therefore this paper is aimed at identification of priority focuses of socially responsible activity of international companies. This goal was achieved through generalization of basic program initiatives of the activity of three companies, leading in innovations (Apple, Samsung and IBM). Adoption of the above-mentioned initiatives by other companies of the world as guides while developing their own development strategy has to facilitate the growth of positive effects from enhancement of knowledge economy in the world.

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20

Bratianu, Constantin. "Knowledge Management and Business Education". Sustainability 13, n. 14 (17 luglio 2021): 7991. http://dx.doi.org/10.3390/su13147991.

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21

Sparrow, Oliver. "Beyond strategy: management style for the knowledge economy". Foresight 10, n. 2 (11 aprile 2008): 3–6. http://dx.doi.org/10.1108/14636680810869635.

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22

Fombad, Madeleine C., e Omwoyo Bosire Onyancha. "Knowledge Management for Development: Rethinking the Trends of Knowledge Management Research in South Africa". Journal of Information & Knowledge Management 16, n. 03 (31 luglio 2017): 1750021. http://dx.doi.org/10.1142/s0219649217500216.

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In the knowledge-based economy, there is a growing realisation among policy makers that knowledge assets, besides the tangible assets of financial capital and local infrastructure, are the prime creators of wealth. Given the developmental challenges facing South Africa and contemporary global societies, it is clear that Knowledge Management (KM) should not only be seen as a tool for organisational effectiveness, but also as a developmental strategy for nations and societies. As South Africa is developing policies and strategies to overcome its developmental challenges and also to remain competitive in the new global knowledge-based economy, the question that ought to be answered is: To what extend does research on KM address developmental issues in South Africa? This paper adopts a quantitative approach using bibliometric analysis to investigate the extent of research on KM on developmental targets in South Africa. A bibliometric study was conducted using four EBSCO-hosted databases to extract relevant data. It was noted that there has been continued growth in the number of KM publications in South Africa focusing on a variety of subject areas; limited researcher attention has been paid to KM for development (KM4D) and most of the research on KM4D addresses quality education and infrastructure, unemployment and economic growth. The study advocates for the need for academic institutions and research organisations to devote considerable attention to research that enhances the application and integration of the effectiveness of KM in South Africa's development as the country strives to achieve its development goals.

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Stevenson, Tony. "Knowledge: economy or community?" Futures 37, n. 8 (ottobre 2005): 881–87. http://dx.doi.org/10.1016/j.futures.2005.01.007.

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24

Mellor, Robert B. "Big data modelling the knowledge economy". International Journal of Knowledge-Based Development 9, n. 3 (2018): 206. http://dx.doi.org/10.1504/ijkbd.2018.094896.

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Mellor, Robert B. "Big Data Modelling the Knowledge Economy". International Journal of Knowledge-Based Development 9, n. 3 (2018): 1. http://dx.doi.org/10.1504/ijkbd.2018.10012270.

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26

Sukholthaman, Pitchayanin, e Kunio Shirahada. "Sustainable Environmental Service - Knowledge Management". International Journal of Knowledge and Systems Science 6, n. 4 (ottobre 2015): 50–69. http://dx.doi.org/10.4018/ijkss.2015100104.

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Knowledge management (KM) is a key factor to increase effectiveness of management system. There have been researches of KM on many environmental services. Unfortunately, only a few researches have focused on sustainable service for Municipal Solid Waste (MSW). There are evidences of ineffective waste management causing socio-economic and environmental problems, especially in urban areas of developing countries. Humans live in service economy and knowledge society. Waste management is one of the most important public services that all residents should receive while knowledge is needed to make service run smoothly and sustainably. This paper combines concepts of sustainable service and KM to clarify the importance and how these concepts have impacts on societal well-being. Literature reviews and questionnaire surveys are main analysis methods of this paper. Sustainable service with KM roles will be described and co-created values are identified.

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27

Malhotra, Yogesh. "Knowledge Assets in the Global Economy". Journal of Global Information Management 8, n. 3 (luglio 2000): 5–15. http://dx.doi.org/10.4018/jgim.2000070101.

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Roberts, Joanne. "The global knowledge economy in question". Critical perspectives on international business 5, n. 4 (23 ottobre 2009): 285–303. http://dx.doi.org/10.1108/17422040911003033.

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29

Rabie, Grine. "Methodologies for assessing knowledge management in the Arab nation". Contemporary Arab Affairs 9, n. 3 (1 luglio 2016): 400–420. http://dx.doi.org/10.1080/17550912.2016.1202596.

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In the 21st century, knowledge has come to be counted as the new primary delimiter in balances of power in the global system and the decisive factor within it, meaning that power and political authority have come to be tied to the production of knowledge and the capability to use it creatively. The process of transformation towards the stage of a new economy demands assessment and development of four primary focal points in a knowledge economy and these are education and training, infrastructure for information, economic incentives, an institutional system, and a system of innovation. The Arab countries are orienting towards a knowledge economy by improving their educational sectors via the adoption of modern techniques and investment in technological, information and communications infrastructure, and by depending upon robust programmes of research and development, while improving the business environment and that of workers in general. This article focuses on the process of transformation to a knowledge economy taking place in the Arab countries. The first section deals with the nature of assessing knowledge management; the second explores the most significant methodologies for assessing Arab knowledge performance for which we adopted a method of qualitative analysis through a presentation of findings published in global reports dealing with knowledge performance, its indicators and analysis.

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KOCH, CHRISTIAN. "CAN KNOWLEDGE MANAGEMENT BECOME GLOBAL? — CONSULTING ENGINEERING COMPANIES IN THE KNOWLEDGE ECONOMY". Journal of Construction Research 05, n. 01 (marzo 2004): 107–24. http://dx.doi.org/10.1142/s1609945104000085.

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31

Kim, Renee B. "Transformation of an Emerging Economy to a Knowledge–based Economy". Global Business Review 9, n. 1 (giugno 2008): 149–56. http://dx.doi.org/10.1177/097215090700900110.

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32

Nadkarni, Sanjay M. "The Knowledge Economy in India". Asian Business & Management 4, n. 2 (16 maggio 2005): 213–15. http://dx.doi.org/10.1057/palgrave.abm.9200101.

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Chen, Chih‐Kai. "Causal modeling of knowledge‐based economy". Management Decision 46, n. 3 (4 aprile 2008): 501–14. http://dx.doi.org/10.1108/00251740810863915.

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Nguyen, Thanh-Dat, e Stefania Kifor. "Developing Sustainable Processes through Knowledge Management". International Journal of Quality Assurance in Engineering and Technology Education 4, n. 4 (ottobre 2015): 27–38. http://dx.doi.org/10.4018/ijqaete.2015100102.

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Sustainable development of a process depends on a harmonious association of three sustainable pillars: Economy, Society, and Environment. Yet, in case of DMAIC (Define-Measure-Analyze-Improve-Control) process, the combination is challenged by inefficient management of knowledge resource in the process. The potential economy resource is not preserved and renewed, and therefore influents on sustainability of the process. In this article, the authors present and discuss sustainable aspects of a knowledge management model for DMAIC in which knowledge resource is accumulated and reused efficiently. In particular, the key concepts of sustainable development are reviewed, a process of knowledge management based on Ontology Engineering is presented, and sustainable criterial and measures for the proposed model are applied. The authors find that preserving and renewing knowledge is an indispensable process of sustainable development of DMAIC process.

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VEDERNIKOV, Mykhailo, Nataliya BAZALIYSKA, Lesia VOLIANSKA-SAVCHUK, Maria ZELENA, Oksana CHERNUSHKINA e Olena KOSHONKO. "DEVELOPMENT OF MANAGEMENT STAFF OF THE ORGANIZATION IN A KNOWLEDGE ECONOMY". HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 296, n. 4 (giugno 2021): 40–50. http://dx.doi.org/10.31891/2307-5740-2021-296-4-7.

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Features of labor management in modern conditions are re-searched in the article. Directions of improving management system activities are determined. Methodological approaches to the formation of the system of development of management personnel of the organization in the conditions of knowledge economy are considered. The stages of development of the information society in connection with the innovative phase of development of the knowledge economy are described. Theoretical approaches to the definition of “knowledge economy” are formed. The characteristic features of the “knowledge economy” are highlighted. The stages of implementation of the process of increasing the efficiency of development of the management staff of the organization in the conditions of knowledge economy are offered. An organizational model of the process of increasing the development of management staff of the organization in a knowledge economy. This paper improved theoretical and methodological basis of the system of administrative personnel. In the context of globalization and integration of the domestic labor market, the managerial staff of the organization acts as a valuable socio-economic resource, the cost of professional qualities and competencies of which is steadily growing due to the acquisition of new knowledge by employees. The effectiveness of the managerial work of an organization, in contrast to the labor productivity of direct participants in the creation of material wealth, is not measured directly, but by the performance indicators of the work of business entities over a certain period of time. An important role in increasing the efficiency of the organization’s managerial work belongs to the organization of labor of the employees of the management apparatus on a scientific basis, which means a system of sound technical, organizational and economic measures aimed at directly improving the organization and management methods using scientific and technical achievements, the widespread introduction of mechanization, automation and computerization of all functions of the management process.

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Al Shami, Ahmad, Ahmad Lotfi, Simeon Coleman e Petr Dostál. "Unified knowledge based economy hybrid forecasting". Technological Forecasting and Social Change 91 (febbraio 2015): 107–23. http://dx.doi.org/10.1016/j.techfore.2014.01.014.

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Sumanjeet. "Knowledge Management: Generating Business Value Through Knowledge". Management and Labour Studies 30, n. 2 (maggio 2005): 173–81. http://dx.doi.org/10.1177/0258042x0503000205.

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Due to globalization of economy, rapid growth in information technology, increase in knowledge based work and competition pressure the concept of knowledge management has gained momentum in recent years. Knowledge management is a systematic process for creating, acquiring, synthesizing, learning, sharing and using knowledge and experience to achieve organizational goal. This knowledge can be inside the employees' minds or stored in paper form in filing cabinets and/or stored in electronic form. As a concept, knowledge management is very attractive and many business organizations would prefer to be associated with it. But knowledge management implementation is not easy. There are many barriers in knowledge management implementations such as organization culture, lack of understanding the power of knowledge management, fear of IT, immaturity of industry, etc. Above all knowledge management implementation requires sound strategy. For this it is important to make knowledge management a distributive system rather than a centralized system. It also requires a platform where the interaction between tacit and explicit knowledge can take place.

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Mizintseva, M. F., e T. V. Gerbina. "Knowledge Management: A Tool for Implementing the Digital Economy". Scientific and Technical Information Processing 45, n. 1 (gennaio 2018): 40–48. http://dx.doi.org/10.3103/s0147688218010094.

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Smith, Kristin. "Melissa Gregg, Counterproductive: Time Management in the Knowledge Economy". Somatechnics 9, n. 2-3 (dicembre 2019): 406–10. http://dx.doi.org/10.3366/soma.2019.0291.

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Yongfan, Xu. "The Study on University Financial Management under Knowledge Economy". Physics Procedia 33 (2012): 1913–19. http://dx.doi.org/10.1016/j.phpro.2012.05.302.

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Liyanage, Shantha, e Patrick S. Poon. "Technology and innovation management learning in the knowledge economy". Journal of Management Development 22, n. 7 (settembre 2003): 579–602. http://dx.doi.org/10.1108/02621710310484740.

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Tomé, Eduardo. "Current and Historical Application of Knowledge Management in Economy". Emerging Science Journal 4, n. 6 (1 dicembre 2020): 454–65. http://dx.doi.org/10.28991/esj-2020-01245.

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Objectives: The paper tries to analyse the current and historical application of Knowledge Management in the Portuguese Economy, particularly since the democratic revolution of 1974. Methods/Analysis: Study is based in theories about the impacts of knowledge in countries at a micro and a macro scale. A three levels mode is used, related to context (namely 1) Historical background; 2) basic economic and social data: 3) broad vocational education and training (VET) systems; 4) institutional actors; 5) political context), intervention (namely 1) basic legislative documents, 2) guidelines on eligibility, 3) programs, 4) evaluation procedures) and outcomes (namely 1) stocks, investment, and outcomes; 2) price, quantity, supply, demand, equilibria; 3) needs). Data used are statistical published data and other published documents. Findings: The context changed for the better, because after 1974 the country rulers installed a regime in which knowledge was not seen like a luxury but as a basic need; the change in context was also helped by the adhesion to the EU, which in turn led to massive interventions supported by funds like the ESF and the Regional fund; as a result outcomes are finally seen, as the increase in supply and demand of knowledge and also in the income and employability of the Portuguese attests. Novelty/Improvement These findings are important because they depict the slow but sure transformation of Portugal into a Knowledge Economy. Should be complemented by a more detailed analysis, with a larger group of researchers. Doi: 10.28991/esj-2020-01245 Full Text: PDF

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CHARINA, A., e V. SOKOV. "INNOVATIVE MANAGEMENT IN TRANSITION ECONOMY". Экономическая наука сегодня, n. 7 (25 giugno 2018): 165–71. http://dx.doi.org/10.21122/2309-6667-2018-165-171.

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The article considers theoretical aspects of innovation management in countries with transitive economy on a way to post-industrial development model according to the structural crisis caused by their specificity. The ways of solving the emerging problems are proposed. The role of human capital and social-functional innovations is emphasized in the transition to "knowledge economy”.

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Kornilov, Aleksei M. "Knowledge economy and time optimization. Review of the book “Сounterproductive: Time Management in the Knowledge Economy” by M. Gregg". Science management: theory and practice 2, n. 1 (2020): 213–17. http://dx.doi.org/10.19181/smtp.2020.2.1.12.

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The article discusses the main ideas of the book by M. Gregg, “Counterproductive: Time Management in the Knowledge Economy”, devoted to the history and modern forms of working time management. Gregg’s book combines a historical introduction with an original theoretical perspective, based on the ideas of P. Sloterdijk, in particular, on the concept of “anthropotechnics”, which Gregg uses as the basic conceptual detail of her work. The author’s attention to the historical roots of the idea of optimizing working time, which is attributed to the female experience of managing the household, is also especially noted. Both innovative and noteworthy aspects of the study of the phenomenon of “time management” are shown, as well as its shortcomings, in particular, the lack of a clearly formulated alternative for the growing self-exploitation of people associated with the race to increase individual productivity.

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Foss, Nicolai J. "'Coase vs Hayek': Economic Organization and the Knowledge Economy". International Journal of the Economics of Business 9, n. 1 (febbraio 2002): 9–35. http://dx.doi.org/10.1080/13571510110102958.

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46

Klimska, Agnieszka. "Towards the praxis of a sustainable knowledge‑based economy". Studia Ecologiae et Bioethicae 14, n. 4 (31 dicembre 2016): 169–87. http://dx.doi.org/10.21697/seb.2016.14.4.09.

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Various presentations of the current strategies for economic development increasingly stress the need to abandon the existing model of economy, its redefinition and the necessity to develop a new concept of knowledge-based economy (KBE). Consequently, knowledge is attributed an essential role in stimulating socio-economic development, including also sustainable development. The direction of changes designated by the development of knowledge- -based economy, however, carries with it a number of challenges that must be dealt with and which are gradually being included in numerous sustainable development strategies. Similarly, implementation of certain visions of sustainable development generates the need to make specific assumptions, different from the guidelines defined for the mainstream economy (e.g. taking into account global modelling and system analysis or the law of entropy) (Czaja 2011: 164). Implementation of the preferred directions of development, requires not so much efficient, but proper management, i.e. one which would translate itself onto the plane of decision-making and, subsequently, that of application. Management processes, including management of sustainable development which draws on the principles of a knowledge-based economy, require also taking into account those factors that can really support the sphere of praxis and hence help to shape a knowledge-based society. This article aims at examining the relationship between a knowledge-based economy and the concept of sustainable development, especially in relation to its economic implications. It will, moreover, concentrate on the assessment of practical functioning of a sustainable knowledge-based economy which constitutes an important development strategy in the process of shaping an information society.

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Kimbrough, Steven O., e Frederic H. Murphy. "A Study of the Philadelphia Knowledge Economy". Interfaces 35, n. 3 (giugno 2005): 248–59. http://dx.doi.org/10.1287/inte.1050.0136.

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48

FERLIE, EWAN, JEAN LEDGER, SUE DOPSON, MICHAEL D. FISCHER, LOUISE FITZGERALD, GERRY MCGIVERN e CHRIS BENNETT. "THE POLITICAL ECONOMY OF MANAGEMENT KNOWLEDGE: MANAGEMENT TEXTS IN ENGLISH HEALTHCARE ORGANIZATIONS". Public Administration 94, n. 1 (16 ottobre 2015): 185–203. http://dx.doi.org/10.1111/padm.12221.

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Psarras, John E. "Education and training in the knowledge-based economy: the application of knowledge management". International Journal of Information Technology and Management 6, n. 1 (2007): 92. http://dx.doi.org/10.1504/ijitm.2007.011909.

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Martin, James N. "9.2.9 The Role of Systems Integration in Knowledge Management and the Knowledge Economy". INCOSE International Symposium 12, n. 1 (agosto 2002): 456–61. http://dx.doi.org/10.1002/j.2334-5837.2002.tb02496.x.

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