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Search: subject:"Organizational actions"
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1936). Even though outcomes may be viewed negatively by another group of stakeholders
1
1961). Merton (1936: 901) argues that unintended consequences generally arise from three sources: ignorance
1
1974
1
1984)
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1990) is seen as a crucial strategic competence for enabling knowledge resources to yield competitive and performance benefits for an organization (Lane & Lubatkin
1
1991
1
1991). The knowledge-based view of the firm underscores the strategic importance of knowledge as a valuable intangible resource that often meets these criteria (Grant
1
1992). Despite recognition of the pervasive power that organizations
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1993)
1
1996). A firm’s absorptive capacity (defined as it ability to acquire
1
1996). Organizations shift the structure of society through their influences on social life and occupational patterns. They shape the physical landscape through decisions that effect societal patterns from urbanization to immigration to transportation to agriculture. Corporate choices regarding labor
1
1996). When an action is purposefully set in motion
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1998
1
2002). Indigenous knowledge
1
2006: 203). Because indigenous knowledge is created by the iterative interactions and relationships across a community over time as it blends culture
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Global Ethics
1
Global Ethics As many have observed
1
Indigenous Knowledge
1
Knowledge
1
Knowledge environment
1
Knowledge management
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Knowledge transfer
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Learning organization
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Lernende Organisation
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Organizational actions
1
Perrow
1
Resource-based View
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Social mechanisms
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Spender
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Stern & Barley
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VSR
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Wissen
1
Wissensmanagement
1
Wissenstransfer
1
Zahra & George
1
agricultural products
1
an overly narrow or parochial perspective
1
and biological realities that are typically considered outside the relevant frame of reference for most corporate decision makers. The resource-based view (RBV) of the firm argues that strategies designed around resources that are valuable
1
and competitive advantage. This is followed by a more detailed examination of three of these illustrative cases using an ethical lens to articulate the societal consequences of these applications of indigenous knowledge. Our analysis suggests that adverse societal consequences
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and difficult to undo. Unintended negative consequences parallel acknowledged costs in terms of their adverse impact
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Lengnick-Hall, Cynthia A.
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Papazoglou, Michalis E.
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College of Business, University of Texas-San Antonio
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Evolutionary and institutional economics review
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Working Papers / College of Business, University of Texas-San Antonio
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Organizational knowledge actions and the evolution of knowledge environment : a micro-foundations perspective
Papazoglou, Michalis E.
- In:
Evolutionary and institutional economics review
19
(
2022
)
2
,
pp. 611-624
Persistent link: https://www.econbiz.de/10013433360
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INDIGENOUS KNOWLEDGE AS A STRATEGIC RESOURCE: AN ETHICAL AND SOCIETAL CHALLENGE
Lengnick-Hall, Cynthia A.
-
College of Business, University of Texas-San Antonio
organizational
actions
can create long-term, adverse outcomes. Increasingly, indigenous knowledge has been recognized as a valuable …
Persistent link: https://www.econbiz.de/10008631607
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