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Orchestration is a form of organizational response to the challenges of erratic environmental change, through organizational knowledge-based and collective efforts. Collaborative efforts of organizations to achieve better performance through ordinary capability and dynamic capability. Orchestration is performed through a combination of operating capabilities and dynamic capabilities, which are known as dynamic bundles. Studies to find new gaps are needed to expand dynamic bundles. Resources are an important factor, so orchestration is important regarding capabilities and resources. The combination of knowledge with capabilities is a source of organizational success. Knowledge-based resources, which are specialized knowledge, increase environmental awareness capabilities and are an important factor for performance. This paper aims to explore the role of bundles or resource configurations and capabilities and their contribution to performance outcomes. This paper proposes a dynamic bundles orchestration that includes operational capabilities and dynamic capabilities as well as resources. In this research, the proposed resources are knowledge resources. Knowledge-based approach is important as a determinant of performance. This paper also contributes to conceptual knowledge in orchestration, or it can be called knowledge-based orchestration. Knowledge-based orchestration is expected to encourage organizations that have an impact on accelerating the recovery of the COVID-19 pandemic conditions. [ABSTRACT FROM AUTHOR]

In today’s fast-paced, globalized, and interconnected world, creating and delivering strong and enduring customer experiences during the entire customer’s purchase journey have become a critical condition to attract and retain clients. However, knowledge and motivational antecedents giving rise to superior performance in this domain have not been addressed in previous research. This paper tries to overcome this research gap by analyzing how marketing-specific human capital and motivation contribute to the generation and delivery of successful customer experiences. To that end, a questionnaire was designed and administered to a representative sample of 346 Spanish firms with more than 100 employees, and SEM based on PLS was then applied to test the hypotheses put forward by the research. Our results show that motivation affects customer experience both directly and indirectly by increasing the marketing-specific knowledge of employees in the marketing function. Moreover, customer knowledge and marketing-related skills are the only constituents of marketing-specific human capital that significantly affect customer experience. [ABSTRACT FROM AUTHOR]

This paper presents the up-to-date results concerning the integration of scientific classification and computation deploying long-term knowledge resources. The knowledge resources are the central component in universal multi-disciplinary and multi-lingual knowledge management. While the research focus is on universal knowledge creation, documentation, and preservation, the architecture allows efficient dynamical use and processing as well as computational utilisation, e.g., in advanced scientific computing with Integrated Information and Computing System (IICS) components and High End Computing (HEC) resources. The knowledge resources' goal is to address a major gap for long-term knowledge and to provide structure, references, and classification for any type of data, knowledge, and context. Based on the implementation, the case study depicts concepts of references to Universal Decimal Classification (UDC) views, e.g., for workflows. The key results are benefits for knowledge management and documentation, the sustainable integration of long-term documentation, data, and workflow vitality for improved knowledge gathering, computational purposes, and evaluation based on big data. [ABSTRACT FROM AUTHOR]

With the development of mobile communication technology and intelligent terminals, mobile learning as new type of learning style is recognized and accepted by an increasing number of users. Effective implementation of mobile learning mainly relies on the construction of learning resources, which relates to the learning process and learning effect. How to construct mobile learning resources in a reasonable and effective way has become an urgent problem to be solved at present. This article makes analysis on the construction of mobile learning software resources (including knowledge and human resources) from the non-technical perspective. [ABSTRACT FROM PUBLISHER]

The article presents abstracts on technology and innovation management topics which include the way modularity works in real world organizations, the effect of external learning on radical innovation in the high-technology industry, and the organizational antecedents and consequences of absorbing technological knowledge.

While research has clearly established the value of knowledge as a resource, prior work has argued that advantage is created when firms either create knowledge-based resources internally or form external alliances or joint partnerships to transfer new knowledge to within the firm - both with the intent of creating within-firm advantage. Yet, when firms are in industries that employ transitory labor, they lack the internal resources necessary to create sustained knowledge processes or contribute to an alliance, and as we consider in this study, may in fact actually benefit from outsourcing core knowledge resources. We argue that firm value is enhanced when firms contract external access to knowledge that provides reputational and efficiency benefits, as well as systematized and tacit management know-how needed to implement the firm's core functions. Results support our hypotheses; findings further show that these contracted knowledge-based resources create additional value when combined with the firm's transitory labor, especially at higher levels of investment. We explore the implications of outsourcing core knowledge as a strategy for firms that operate in industries that employ transitory labor. [ABSTRACT FROM AUTHOR]

In this study, by unpacking the collective shared experience among team members, we investigate the contribution of knowledge and human capital resources to performance, and then explore whether and when a middle manager replacement affects knowledge and human capital resources' performance. In particular, we observe that existing human resources' sharedexperience positively affect performance, while we found, instead, a curvilinear (U-shaped) relationship between the shared experience of new human resources and a team's result; also, we observe that a new middle manager helps overcome the negative effective of the latter on performance, albeit he negatively influences the performance of the former [ABSTRACT FROM AUTHOR]

Knowledge is increasingly accepted as a source of value creation and a differentiator between firms. Building on the perspective of knowledge as a flow, and postulating that value is based on knowledge use rather than knowledge possession, this paper address the research question: How can we express knowledge in such a way that it can be monetized and opened up for specific managerial interventions? Extant literature on organizational communication roles emphasizes the role of boundary spanners in search and combination of experience and tacit knowledge. We merge these insights on the roles of individuals with empirical observations of communication enhancing regimes at the organizational level. The paper proposes that the boundary-spanning roles fulfilled by individuals or by organizational arenas in bringing together diverse knowledge, provide the focal point for such monetization efforts. The contribution of this paper is seven propositions for future research on how management accounting and control systems can be brought to bear in their governable and calculable aspects if communication functions are given more attention. [ABSTRACT FROM AUTHOR]