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Global Knowledge (global + knowledge)
Selected AbstractsCapitalism and Climate Change: Can the Invisible Hand Adjust the Natural Thermostat?DEVELOPMENT AND CHANGE, Issue 6 2009Servaas Storm Some say the world will end in fire, Some say in ice. From what I've tasted of desire I hold with those who favor fire. But if it had to perish twice, I think I know enough of hate To say that for destruction ice Is also great And would suffice. (Robert Frost, ,Fire and Ice', New Hampshire,1923) ABSTRACT Can climate change be stopped while fossil fuel capitalism remains the dominant system? What has to be done and what has to change to avoid the worst-case consequences of global warming? These questions are debated in the six contributions which follow. This introduction to the debate sets the stage and puts the often widely diverging views in context, distinguishing two axes of debate. The first axis (,market vs. regulation') measures faith in the invisible hand to adjust the natural thermostat. The second axis expresses differences in views on the efficiency and equity implications of climate action. While the contributions do differ along these axes, most authors agree that capitalism's institutions need to be drastically reformed and made fundamentally more equitable. This means a much broader agenda for the climate movement (going beyond carbon trading and technocratic discussion of mitigation options). What is needed for climate stability is a systemic transformation based on growth scepticism, a planned transition to a non-fossil fuel economy, democratic reform, climate justice, and changed global knowledge and corporate and financial power structures. [source] On the global distribution and dissemination of knowledgeINTERNATIONAL SOCIAL SCIENCE JOURNAL, Issue 195 2009Nico Stehr Our article centres on the question in the sense in which it may be possible to speak of global knowledge, in the first instance. Is it the necessary outcome and the intellectual mark of an age of globalising knowledge societies or is the global demand for the dissemination of knowledge systems trying to answer universally perceived problems? What changes occur to knowledge as it travels and for whom does its globalisation yield benefit or harm? Knowledge must be differentiated from mere information and its locally embedded nature poses serious challenges to opportunities and obstacles for its horizontal and vertical dissemination. Further, global worlds of knowledge raise questions over the ownership of knowledge. Intellectual property claims should be discussed with reference to opposing views, such as those concerning the thesis of knowledge's self-protective character. Some political and certain idealistic conceptions regard knowledge as common property par excellence. While trade in services and products as well as the digital communications revolution are identified as major vehicles for the dissemination of knowledge, it is yet an open question as to whether they will result in the unhindered dissemination of knowledge or in concentrating it. The second section of the article overviews and introduces the articles in this volume. [source] Formation of a geometric pattern with a mobile wireless sensor networkJOURNAL OF FIELD ROBOTICS (FORMERLY JOURNAL OF ROBOTIC SYSTEMS), Issue 10 2004Justin Lee Mobile wireless sensor networks (MWSNs) will enable information systems to gather detailed information about the environment on an unprecedented scale. These self-organizing, distributed networks of sensors, processors, and actuators that are capable of movement have a broad range of potential applications, including military reconnaissance, surveillance, planetary exploration, and geophysical mapping. In many of the foreseen applications, the MWSN will need to form a geometric pattern without assistance from the user. In military reconnaissance, for example, the nodes will be dropped onto the battlefield from a plane and land at random positions. The nodes will be expected to arrange themselves into a predetermined formation in order to perform a specific task. Thus, we present algorithms for forming a line, circle, and regular polygon from a given set of random positions. The algorithms are distributed and use no communication between the nodes to minimize energy consumption. Unlike past studies of geometric problems where algorithms are either tested in simulations where each node has global knowledge of all the other nodes or implemented on a small number of robots, the robustness of our algorithms has been studied with simulations that model the sensor system in detail. The simulations demonstrate that the algorithms are robust against random errors in the sensors and actuators. © 2004 Wiley Periodicals, Inc. [source] Managed socialization: how smart companies leverage global knowledgeKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2007Deependra Moitra Driven by economic and market forces, the last 2 decades have witnessed a phenomenal acceleration in the pace of globalization. Today, globalization, and particularly globalization of knowledge work, has emerged as a business necessity. In their quest for competitiveness, more and more companies are leveraging global resources by distributing knowledge work across borders and essentially establishing around-the-clock innovation engines. Yet, managing knowledge,the most valuable resource of the new economy enterprises,remains to be a formidable business challenge to deal with. This challenge assumes even greater complexity in the context of globalization, characterized by distance, language barriers, cultural diversity, and a host of other socio-political factors. Whilst there have been considerable developments in the discipline of knowledge management, much of that does not quite alleviate the struggle companies face in effectively harnessing global knowledge. Specifically, while much progress has been made in managing explicit knowledge, firms find it hard to capture and leverage the tacit knowledge, which holds the key to knowledge-based competition. This paper argues that this inability to capitalize on the tacit knowledge stems from a missing ,social' dimension in the design of knowledge management strategies, which when addressed leads to unleashing the valuable tacit knowledge. Drawing on real-world research spanning 12 leading companies, in this paper we discuss Managed Socialization,the most vital management process for harnessing global knowledge. We argue that only by instituting managed socialization firms can truly succeed in leveraging global knowledge. Toward that, we describe the various elements that constitute managed socialization and based on case studies distil actionable insights that firms can capitalize on to fuel their quest for global dominance. Copyright © 2007 John Wiley & Sons, Ltd. [source] | ||||||||||