Knowledge Ecosystems: A Theoretical Lens for Organizations Confronting Hyperturbulent Environments
David A. Bray
University of Oxford; National Defense University - Information Resources Management College; Emory University - Department of Decision & Information Analysis
ORGANIZATIONAL DYNAMICS OF TECHNOLOGY-BASED INNOVATION: DIVERSIFYING THE RESEARCH AGENDA, T. McMaster, D. Wastell, E. Ferneley, and J. DeGross, eds., Springer, June 2007
Knowledge itself may rapidly lose its relevance due to hyperturbulent environments involving rapid changes in human systems. Compared to ordinary turbulent environments, hyperturbulent environments require greater interindividual knowledge exchanges to adapt. Examples of such environments include 9/11, the anthrax events of 2001, and Hurricane Katrina in 2005. Organizations that must confront such seemingly chaotic environments include those involved with intelligence gathering and public health emergency response, to include the U.S. Central Intelligence Agency, U.S. Centers for Disease Control and Prevention, and the Federal Emergency Management Agency. I contend that organizations like the CIA and CDC represent the future of business. Both organizations comprise globally distributed individuals, who must exchange time-sensitive knowledge to deal with hyperturbulent environments, increase organizational adaptedness, and increase organizational survivability.
Number of Pages in PDF File: 6
Keywords: knowledge management, knowledge ecosystems, hyperturbulent environments, organizational adaptedness, organizational survivability, knowledge cultivation
JEL Classification: D23, D70, D83
Date posted: May 7, 2007 ; Last revised: November 20, 2008
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