Crowding at the frontier: boundary spanners, gatekeepers and knowledge brokers,From knowledge to knowing, from boundaries to boundary construction,Investing in transferable strategic human capital through alliances in the luxury hotel industry,Knowing across boundaries,Knowledge at the boundary between science and society: a review of the use of farmers’ knowledge in agricultural development,Learning from complex and heterogeneous experiences: The role of knowledge codification,Living Lab as knowledge system:A actual approach for managing urban service projects ?,Outsourcing of strategic resources and capabilities: Opposing choices in the commercial aircraft manufacturing,SECI and inter-organizational and intercultural knowledge transfer A case-study of controversies around a project of co-operation between France and China in the health sector,Solicitation of experts in an undetermined environment: the case of a polar exploration,Sourcing knowledge for innovation: Knowledge reuse and creation in project teams,Strategizing across Boundaries: Revisiting Knowledge Brokering Activities in French Innovation Clusters,The Role of Organizational and Social Capital in the Firm's Absorptive Capacity
The main studies on knowledge management are focused on “cross border knowledge transfer”. Effectiveness of knowledge transfer (trust, cultural alignments and openness to diversity) is central in order to cross organizational boundaries. Though this issue is central, other topics are equally important. Scientific boundaries and epistemic boundaries are major topics less investigated in organizational context.
This e-book is meant to cross different types of boundaries. Boundary raises the question of the “inside” and the “outside” of organisations. Studies about the strategic positioning of organisations through knowledge management are considered mainly in two complementary approaches (Ermine & al., 2014) .
The first one emerged from the question of processing the formalization of risk and knowledge retention. From this perspective, organisational reliability is achieved through an intra-organisational process of knowledge modelling.
The second approach tried to take into account social environments as driving forces behind the organisations’ strategic positioning in terms of operations and sourcing. This corresponds to an exogenous process through which the social structures generating specific knowledge, can be identified (e.g: epistemic communities and technological associations).
If knowledge is both in and out an organisation, then the knowledge processes between the two need to be specified."