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Current received wisdom would seem to suggest that a simple deployment of web‐based technologies will provide the platform for competitive differentiation in the dynamic and agile world of mass customisation. It is argued here that technology is but one element of infrastructural renovation required to support intranet applications. An emerging pattern in these applications is support for the soft networks which exist within all organisations and which embody the key raw asset for competitive advantage: knowledge. The discussion reviews the emergence of Knowledge Management as a discipline, presents a model for the flow of commercial knowledge through an organisation (Knowledge Economies), and looks at the cultural and organisational ramifications of knowledge programs (Knowledge Cultures). On this basis the technological superstructure is discussed in the context of one intranet application: Corporate Digital Library. The principal assertion of this paper is that applications of this type can only be said to be commercially successful when they are deployed in support of knowledge‐based initiatives where first order benefits can be realised, improved market performance in particular. A proto‐typical benefit statement is provided.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

The purpose of this paper is to present and discuss the findings of research into the value perception of knowledge management among lawyers and staff from among the top ten global law firms.

Interviews were conducted with lawyers as well as knowledge management (KM) service providers within the selected law firms. The results were then analysed by statistical means and compared to previous findings in literature. The methodology is inspired and broadly based on a research paper into the value perception of information by Broady‐Preston and Williams.

The findings are that respondents showed strong support for the value of KM to law firm success through concepts such as improved efficiency, quality and other drivers for better performance.

The survey in the paper itself was limited to the top ten global law firms and is therefore not representative of the entire professional service sector or the law firm sector.

The results in the paper indicate strong support from the internal customer side for the notion of KM adding value to the business of a law firm.

Prior to this paper there has been little research into the value perception of knowledge management within the professional service environment.

Although it has been argued that overconfidence can lead to failure (Hayward et al., forthcoming), business failure can undermine assumptions about the self that are integral to (1) confidence in one's decision-making accuracy and (2) the motivation to engage in tasks.

This paper helps explain the impact and potential for companies to better leverage knowledge and organisational learning from their portfolio of projects. It offers a model based on analysis of the development of the Boeing Company and from change management theory of a way to achieve an enterprise project management culture through organisational learning. The paper provides insight into and a rationale for improvement of project management practice for organisations that currently possess the ability to intelligently use knowledge gained from many projects to service their stakeholders. This ability provides the feedstock for organisational reinvention that can be a survival mechanism in reacting to changed circumstances as well as providing a proactive mechanism for developing new markets. In doing so, the paper draws attention to both the requisite enterprise knowledge management infrastructure and the required organisational culture that supports commitment and enthusiasm.

The aim of this article is to develop the foundations of an actor‐centred, processual approach to examining the influence of cross‐border knowledge transfer and management learning on transnational institution building in post‐socialist countries. We argue that there is a need for more research to understand how key social actors go about (re)structuring, (re)defining and sharing knowledge within new international ventures. We contend that social actors can play a significant role in creating and structuring the “transnational social space” in which the new venture takes shape, exercising strategic choice that can mediate, adapt or even reject the apparently constraining effects of technical‐economic or cultural‐institutional factors. The role of social actors is conceptualized as a socio‐political sensemaking process, a perspective that would complement the current structuralist bias in the discussion about the emergence of transnational social space in international management research literature.

The purpose of this paper is to investigate the significance of Web 2.0 and social media for organizational development and adaptation to an ever‐changing business environment and its successful managing. A model is proposed based on the concepts of innovative economy, knowledge management and social media for value creation in knowledge‐based industries.

The paper examines critical factors that influence the role of social media in organizational change and value creation in knowledge‐based industries.

The paper contributes to discussion about the increasingly important role of social media in the value added chain in knowledge‐based industries.

Social media are still an emerging phenomenon and further studies are required to investigate these relationships over a longer period of time.

The topic is relevant for designing corporate strategies in knowledge‐based companies becoming a part of global networks. Better understanding of the impact of social media on value added could significantly enhance both the top and bottom lines.

The paper explores when and why the inexpensive, but increasingly wider, use of social media in knowledge‐based industries is preferred to traditional media. This paper intends to give executives practical hands‐on advice for using social media in business campaigns.

The purpose of this paper is to study the progress of research on business research in India and identify the key disciplines, journals, articles, authors, and institutions.

Bibliometric analysis using data for articles published from the ISI Web of Knowledge databases consisting of the ISI Web of Science (1899-present) consisting of Science Citation Index Expanded (SCI-expanded), Social Sciences Citation Index (SSCI), and Arts & Humanities Citation Index (A&HCI); BIOSIS Previews (1969-present); CABI: CAAAB Abstracts (1910-present); MEDLINE (1950-present); Zoological Record (1864-present); and Journal Citation Reports (1999-2008).

There is growing number of research literature on the theme and more so post 2002. Among the journals, the most prolific, measured by number of articles published are Management Decision, International Journal of Human Resource Management, Harvard Business Review, and Journal of International Marketing and the top ten percent of the journals are responsible for 36 percent of all publications. Similarly the top seven authors are responsible for about 15 percent of all publications and the top ten institutions account for 30 percent of all publications. This highlights that few journals, authors, and institutions are dominating the research arena of business research in India.

Despite its high degree of objectivity, bibliometric analysis has a subjective dimension (Van Raan, 2003) since the researcher had to make choices on the search terms, the time period used, etc., and while the data set is comprehensive, is it not exhaustive as many new journals are not part of SSCI (Pillania and Fetscherin, 2009; Pillania, 2011).

The study undertakes a multi-disciplinary review of literature on business research in India. It identifies the key disciplines, journals, articles, authors, and institutions on business research in India. It is a ready reference for practitioners and future researchers on the subject.

This study has made an attempt to study and document the literature on business research in India.