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Problems are experienced when introducing computerised systems by libraries in countries remote from the major centres of development and expertise in the field of library computerisation. Main problems identified are those of lack of expertise of librarians and of hardware and software suppliers, a limited market for such systems in these ‘remote’ countries and hence a limited range of appropriate hardware and particularly software available or marketed, a reliance on the products and support of major computer suppliers, and access to relatively limited resources leaving little scope for the adaptation of existing library software to suit local needs or for the development of new systems. Solutions to these problems lie in cooperation and coordination of library computerisation so that maximum benefit can be derived from available resources and expertise, a conscious effort being made to become as self‐reliant as available resources will allow, the use of library systems developed abroad with as little adaptation as possible being made to them, the careful evaluation of those systems available as well as of their suppliers, and possibly in future a greater use of dedicated mini‐ and microcomputer‐based systems as such systems become more readily available. The problems and solutions discussed are illustrated by referring to the experience of library computerisation in the Republic of South Africa.

At the level of a cognitive schema, a business model is a mental map of a firm’s value-creating, value-delivering, and value-capturing activities and the linkages between them. An important question in the study of business models as cognitive schemas is whether and how schemas differ across industry actors and whether the differences are connected to the variation observed in actual business models in the industry. This chapter examines, in particular, the ways in which business model schemas of industry insiders differ from those of industry outsiders. Using data from interviews with chief executive officers (CEOs) of 30 legal-tech firms, we graphically construct and analyze the CEOs’ schemas of important causal interdependencies between their firms’ activities. The analysis shows systematic differences between insiders and outsider CEOs’ schemas. We theorize that these differences underlie insider and outsider CEOs’ distinct approaches to opportunity recognition, expertise perception, and value framing, and have consequences for actual business model evolution in the industry.

To examine the impact of organizational learning factors (training available, technical expertise, and knowledge level) and knowledge management processes (knowledge acquisition, knowledge application, and knowledge sharing) on e‐business systems adoption level.

The data from a survey of 202 IS executives in Taiwan were used empirically to test the proposed research model. Moreover, confirmatory factor analysis was conducted to examine the reliability and validity of the measurement model, and the structural equation modelling technique was used to evaluate the research model.

The analytical results showed that organizational learning factors and knowledge management processes are closely related to the level of e‐business systems adoption. However, knowledge sharing did not significantly affect e‐business systems adoption level.

Future studies could seek an enhanced understanding of the impacts on the level of e‐business adoption of the organizational learning and knowledge management factors investigated in this paper through structured interviews and case studies of IS executives dealing with ongoing or recently completed e‐business systems projects.

Owner/managers considering e‐business systems adoption would be best to focus on both social and technical factors, and their interaction within and beyond the organization, rather than focusing exclusively on technological considerations.

This paper has implications for e‐business managers or policy‐makers in formulating policies and targeting appropriate organizational capabilities to ensure effective adoption of e‐business systems.

There is, in the literature on administration, a general implication that resource levels are to be largely taken as givens, operating as constraints within which the administrator must work. A contrary view may be taken, namely that the level of resources made available to a specific operating unit may be increased by the insightful administrator. Careful analysis of the situation coupled with a reasoned strategy which utilizes an expanded definition of resources, a definition which rejects superficial categorization in favor of intensive examination of its finer nuances, are necessary to the achievement of this end.

This study sheds light on the uncharted phenomenon of regional management in coordinating services across borders. Based on a multiple case study of four German industrial manufacturing firms with servitization strategies we seek to better understand what kind of organizational challenges servitization poses for the MNC and whether these challenges can be met through regional management models. This chapter initiates a conversation on the available design options for running service operations regionally.

This paper forms part of a presentation on the same subject given by the author to the Basel II conference organised by the Securities Institute in London during March 2004. It is a case study based on the author’s experience in Barclays Bank on the preparations required for successful implementation of the new Basel II Accord. First it considers changes to regulatory capital, and then goes on to examine the main challenges that lie ahead and, finally, the advantages and disadvantages of adopting one of the internal ratings‐based approaches. The views and opinions expressed in this paper are those of the author and do not necessarily reflect the views or opinions of the Barclays Group.

The purpose of this paper is to determine the association between the strength of different types of ties with the sharing of different kinds of knowledge.

In this paper the association of ties with the sharing of different types of knowledge was measured by a specifically created and developed web survey that was made available to 22 units in the subject organization. Multiple Regression Quadratic Assignment Procedure (MRQAP) was used to examine the resulting data in order to address the following questions: first, is there a significant association between strength of business ties and the sharing of public knowledge? Second, is there a significant association between strength of social ties and the sharing of private knowledge?

Findings in this paper show that the strength of business relationships rather than the strength of social relationships contributed most significantly to the sharing of public and private knowledge in this organization. Specifically, the frequency of business interactions predicted the sharing of public non‐codified knowledge, while the closeness of business relationships predicted the sharing of private non‐codified knowledge and the sharing of public codified knowledge. Unexpectedly, neither business nor social ties predicted the sharing of private codified knowledge.

The paper shows that one organization belonging to a certain type of business was studied, and these results might be more relevant in the setting of similar business organizations that have similarities in their contexts and profiles with this organization.

The results in this paper may assist organizations in rethinking the ways of approaching certain types of knowledge sharing in their strategic and infrastructural decisions and their application. Organizations might invest in promoting inter‐unit exchanges and in creating meaningful social nets for more innovative products and better performance.

This paper makes a distinct contribution to the available body of research on how social networks in organizations operate in sharing knowledge. The paper provides answers to a number of research questions that have not been addressed thus far in the literature; this study also provides fresh insights into the investigation of patterns of association and prediction.

Examines the acquisition of vocational skills through apprenticeship‐type situated learning. Presents findings from studies of skilled workers revealing that learning processes that were consonant with the apprenticeship model of learning were highly valued as a means of acquiring and maintaining vocational skills. Supported by current research and theorizing, describes some conditions by which situated learning through apprenticeship can be utilized to develop vocational skills. These conditixons include the nature of the activities learners engage in, the agency of the learning environment and mentoring role of experts. Addresses conditions which may inhibit the effectiveness of an apprenticeship approach to learning. Concludes by suggesting that situated approaches to learning, such as the apprenticeship model, may address problems of access to effective vocational skill development within the workforces.