Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

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Review: Knowledge management and knowledge management systems: conceptual foundations and research issues

Purpose: This paper discusses partial least squares path modeling (PLS), a powerful structural equation modeling technique for research on international marketing. While a significant body of research provides guidance for the use of covariance-based structural equation modeling (CBSEM) in international marketing, there are no subject-specific guidelines for the use of PLS so far.Methodology/approach: A literature review of the use of PLS in international marketing reveals the increasing application of this methodology.Findings: This paper reveals the strengths and weaknesses of PLS in the context of research on international marketing, and provides guidance for multi-group analysis.Originality/value of paper: The paper assists researchers in making well-grounded decisions regarding the application of PLS in certain research situations and provides specific implications for an appropriate application of the methodology.

The Use of Partial Least Squares Path Modeling in International Marketing

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

In order to determine the status quo of PLS path modeling in international marketing research, we conducted an exhaustive literature review. An evaluation of double-blind reviewed journals through important academic publishing databases (e.g., ABI/Inform, Elsevier ScienceDirect, Emerald Insight, Google Scholar, PsycINFO, Swetswise) revealed that more than 30 academic articles in the domain of international marketing (in a broad sense) used PLS path modeling as means of statistical analysis. We assessed what the main motivation for the use of PLS was in respect of each article. Moreover, we checked for applications of PLS in combination with one or more additional methods, and whether the main reason for conducting any additional method(s) was mentioned.

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The use of partial least squares path modeling in international marketing

A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. This perspective suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or preconditions for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.

Knowledge Management: An Organizational Capabilities Perspective

The primary aim of the proposed symposium is to discuss research questions focused on the implications of climate change for international business and on the role IB scholars can play in addressing climate change through a multi-level perspective. Building on seminal and own work of the organizers and presenters, the symposium will highlight important aspects at the intersection of climate change and IB as well as possible directions for future research and knowledge generation. It offers a platform for discussion and mutual learning among participants and should ideally ‘produce’ follow-up activities. Public policy, non-market capabilities and energy transition through foreign investments Presenter: Joao Albino Pimentel; U. of South Carolina, Darla Moore School of Business Leveraging dynamic capabilities for the energy transition: balancing energy sources Presenter: Birgitte Grogaard; BI Norwegian Business School Presenter: Helene Loe Colman; BI Norwegian Business School Presenter: Thao Vo; BI Norwegian Business School The oil and gas industry and its role in the energy transition Presenter: Andrew Inkpen; Thunderbird School of Global Management at ASU Interorganizational networks in energy transition collaboration Presenter: Randi Lunnan; BI Norwegian Business School MNE-specific responses to energy transition regulations Presenter: Michael Nippa; Free U. of Bozen-Bolzano Presenter: Markus David Taussig; Rutgers Business School 

The Role of Multinationals in the Energy Transition

Knowledge, its life cycles, and its relationship with entrepreneurial ventures are investigated. Knowledge types are discussed, together with how knowledge evolves in a firm and in a broader environmental context. Knowledge life cycles are examined from two perspectives: (i) the transformation of knowledge from idea through product development and organizational knowledge-sharing within an organization or new venture and (ii) the evolution of the individual idea from a single firm to a larger network and ultimately to commoditization as a public good. Suggestions are provided for future research direction.


Keywords:

knowledge;
knowledge life cycles;
knowledge types;
knowledge sharing;
new ventures;
product commercialization

Knowledge Life Cycles and Entrepreneurial Ventures


Purpose
Geopolitical risks associated with the return of great power politics and growing nationalism have generated new challenges for foreign investors across industries. Oil and gas companies are well acquainted with such risks and have developed strategies to manage them. This paper reviews five of these strategies: divorcing ownership control from operating control in designing collaborative ventures; proactively managing stakeholder relationships; ensuring transparency and communication; diversifying risks while proactively positioning for emerging opportunities; and deliberately planning for exit should such an eventuality arise. Firms outside of oil and gas can draw on these strategies as they navigate the emerging geopolitical context.


Design/methodology/approach
This paper reviews five strategies that oil and gas companies can use to manage geopolitical risk: divorcing ownership control from operating control in designing collaborative ventures; proactively managing stakeholder relationships; ensuring transparency and communication; diversifying risks while proactively positioning for emerging opportunities; and deliberately planning for exit should such an eventuality arise.


Findings
This study identifies several strategies that oil and gas companies have used to manage geopolitical risks. These tools will be increasingly important in the shifting global political landscape.


Originality/value
Drawing on the experiences of oil and gas companies, this study has identified several strategies that companies can use to shield themselves from the risks that are currently emanating from geopolitics. While these best practices originate in the experiences of oil and gas firms, the ability to deftly manage geopolitical risks is becoming an important prerequisite for companies across industries.


Andrew C. Inkpen

Papers

The Role of Multinationals in the Energy Transition

Knowledge Life Cycles and Entrepreneurial Ventures

Managing geopolitical risks: the global oil and gas industry plays a winning game