ENTR 414 Paper Abstract Hyun Park 2/24/2011 Topic: 24-Hour Knowledge Factory in Global Corporations Abstract: 24 Hour Knowledge Factory (24HKF) is a new paradigm of creating knowledge-based goods in an

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ENTR 414

Paper Abstract

Hyun Park

2/24/2011

Topic: 24
-
Hour
Knowledge

Factory in Global
Corporations


Abstract
:

24 Hour Knowledge Factory
(24HKF)
is a
new paradigm of creating knowledge
-
based goods in an
efficient

manner
. This concept
engage
s in three

or more
global
collaborative

teams in different
time zone.


24
-
Hour Knowledge Factory
paradigm

appears to be ideal for g
lobal corporations
.

First, they
have
global divisions all over the world
.

Infr
astructures and employees are
available

which results

low
start
-
up and exit cost
. Second,
global corporations


information technology can support 24HKF

for
secure real
-
time knowledge
transferring

with
in

Enterprise
Resource Planning (ERP)
,

Knowledge
Managem
ent (KM)
, and Intranet
.

24HKF can be an ideal mechanism to increase communication
between global divisions for faster
Responsiveness

to environmental change,
better information
accessibility and availabil
ity, and ultimately innovation.


However, despite of

the potentials from 24HKF, upper management may

hesitate

to introduce
24HKF in their organizations

because
limited business case studies are available
.
Mainly,
management

s

questions
are

whether 24HFK will work in their
organization and what level of
corporate activities should be done with 24HFK.
This paper will
answer
these questions.


In order to implement 24HKF
successfully
, global corporations need to be able to
integrate

24HKF
into their organizational structure as

well as corporate culture. For example, divisional structure
will have most benefits from 24HKF, but it may be hard to implement when issues of coordination
and quality
disperse

between divisions arise.
Also, type of industries can give the different
eval
uation

on 24HKF.


Management

also needs to determine what level of
activities

will be done with 24HKF.
Global
corporations can implement 24HKF
to produce

various
knowledge goods from low
-
level to high
-
level knowledge goods. Low
-
level activities can be IT m
aintenance, 24
-
hour customer service, and
structured

risk management
. Mid
-
level
activities

can be crisis management, product design, and
market research. High
-
level activities can be product development,
R&D,
Business Process Re
-
engineering

(BPR), and buil
ding
marketing plan

and strategies
.
Each level of

corporate activities
may have risks from
human error, organizational structure, and
information security

control
.

After
defining risks, management can make better
decisions

with

their risk preference.


Overall,
to implement
24HKF
successfully

in big global corporations, management should define
their
organization

s capabilities
and risks.


ENTR 414

Paper Abstract

Hyun Park

2/24/2011

Work Cited:


General Citation for the paper:

Seshasai, Satwik, and Amar Gupta. "The Role of Information Resources in

Enabling the 24
-
Hour
Knowledge Factory."
Information Resources Management Journal

20.4 (2007): 105
-
127.
Business
Source Complete
. EBSCO. Web. 28 Feb. 2011.


Gupta, Amar, Ravi Aron, and Siddharth Pareek. "The 24
-
Hour Knowledge Factory: Work and
Organizatio
nal Redesign and Associated Challenges."
Information Resources Management Journal

23.4 (2010): 40
-
56.
Business Source Complete
. EBSCO. Web. 28 Feb. 2011.

(Note: Although I could find the abstract, I could not access the full article. Is it possible that yo
u
can send me the full article?)


Cummings, Jonathon N. "Work Groups, Structural Diversity, and Knowledge Sharing in a Global
Organization."
Management Science

50.3 (2004): 352
-
364.
Business Source Complete
. EBSCO. Web.
28 Feb. 2011.


Söderquist, Klas Eric
. "Organising Knowledge Management and Dissemination in New Product
Development: Lessons from 12 Global Corporations."
Long Range Planning

39.5 (2006): 497
-
523.
Business Source Complete
. EBSCO. Web. 28 Feb. 2011.


Citations if I focus more on knowledge
sharing and mechanism and information security concerns:

Willem, Annick, and Marc Buelens. "Knowledge sharing in inter
-
unit cooperative episodes: The
impact of organizational structure dimensions."
International Journal of Information Management

29.2 (2009
): 151
-
160.
Business Source Complete
. EBSCO. Web. 28 Feb. 2011.


Hong, Jacky F. L., and Sara Vai. "Knowledge
-
sharing in cross
-
functional virtual teams."
Journal of
General Management

34.2 (2008): 21
-
37.
Business Source Complete
. EBSCO. Web. 28 Feb. 2011.


KIM, SANGKYUN. "INTEGRATED SECURITY FRAMEWORK FOR INDUSTRIAL R&D ENVIRONMENTS."
International Journal of Software Engineering & Knowledge Engineering

20.1 (2010): 19
-
25.
Business Source Complete
. EBSCO. Web. 28 Feb. 2011


Citations that I am considering us
ing them, but I am not sure if I will actively use them as sources:

Dong, Yang. "How does Knowledge Sharing and Governance Mechanism Affect Innovation
Capabilities?
-
From the Coevolution Perspective."
International Business Research

4.1 (2011): 154
-
157.
Bu
siness Source Complete
. EBSCO. Web. 28 Feb. 2011.


ENTR 414

Paper Abstract

Hyun Park

2/24/2011

Jiansheng, Tang, and Li Chenghong. "Research on Knowledge Assets Assessment Based on the
Context of the Global Knowledge Management."
International Journal of Business & Management

5.10 (2010): 69
-
74.
Busi
ness Source Complete
. EBSCO. Web. 28 Feb. 2011.


Mäkelä, Kristiina, and Chris Brewster. "Interunit interaction contexts, interpersonal social capital,
and the differing levels of knowledge sharing."
Human Resource Management

48.4 (2009): 591
-
613.
Business
Source Complete
. EBSCO. Web. 28 Feb. 2011.



Minhyung, Kang, and Kim Young
-
Gul. "A multilevel view on interpersonal knowledge transfer."
Journal of the American Society for Information Science & Technology

61.3 (2010): 483
-
494.
Business Source Complete
. EB
SCO. Web. 28 Feb. 2011.