Collaborative Learning and Knowledge Management: A Case Study
This chapter analyses the concept of collaborative knowledge management introducing a case study of an Italian firm, MOMA, the main actor of the network ‘Pole of Excellence on Knowledge’. This chapter illustrates MOMA’s vision, evolution, profile and business strategy.
Data were gathered from different sources: semi-structured interviews, field observation and archival material.
The case study presented is an original business model, where high tech is combined with innovative research. The formula guarantees innovation and product evolution and highly competitive services. MOMA’s specialist, distinctive competences are united and opportunely integrated with those of the other actors of its network.
KeywordsKnowledge Management Human Resource Management Limited Liability Company Italian Firm Strategic Business Unit
- Bryman A, Bell E (2007) Business research methods. Oxford University Press, New YorkGoogle Scholar
- Eisenhardt KM (1989) Building theories from case study research. Acad Manage Rev 14(4): 532–550Google Scholar
- Freeman RE (1984) Strategic management: a stakeholder approach. Pitman, BostonGoogle Scholar
- Gaeta M, Piscopo R (2011) A case of successful technology transfer in southern Italy, in the ICT: the pole of excellence in learning and knowledge. In: D’Atri A et al (eds) Information technology and innovation trends in organizations. Springer, Berlin/Heidelberg, pp 302–309Google Scholar
- Grieco C, Mangione GR, Orciuoli F, Pierri A (2010) An innovative approach to improve the performances of the research community. In: ICALT conference, Sousse, Tunisia, pp 722–723Google Scholar
- Hax AC, Majluf NS (1991) La gestione strategica dell’impresa. ESI, NapoliGoogle Scholar
- Hofer CW, Schendel D (1978) Strategy formulation: analytical concepts. West Publishing, St. PaulGoogle Scholar
- Kvale S (1996) InterViews: an introduction to qualitative research interviewing. Sage Publications, LondonGoogle Scholar
- Normann R, Ramirez R (1995) Le strategie interattive di impresa. EtasLibri, MilanoGoogle Scholar
- Porter ME (1985) Competitive advantage. The Free Press, New YorkGoogle Scholar
- Ryan B, Scapens R, Theobald M (2002) Research method and methodology in finance and accounting. Thomson, LondonGoogle Scholar
- Saunders M, Lewis P, Thornhill A (2003) Research methods for business student, 3rd edn. Prentice Hall, LondonGoogle Scholar
- Schmidt A, Kunzmann C (2006) Towards a human resource development ontology for combining competence management and technology-enhanced workplace learning. In: Meersman R, Tahiri Z, Herero P (eds) On the move to meaningful internet systems 2006. OTM 2006 workshops. Springer, Berlin/Heidelberg, pp 1078–1087CrossRefGoogle Scholar
- Schmidt A, Kunzmann C (2007) Sustainable competency-oriented human resource development with ontology-based competency catalogs. In: Cunningham, Cunningham (eds) e challenges 07, Den Haag. http://publications.professional-learning.eu/schmidt_kunzmann_sustainable-competence-management_eChallenges07.pdf
- Silverman D (2001) Interpreting qualitative data. Sage, LondonGoogle Scholar
- Yin RK (1994) Case Study Research, 2nd edn. Sage Publications, LondonGoogle Scholar