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AbstractIt is argued that the basic economic resource in the new economy is knowledge. An important source for competitive advantage in this economy is organizations' networks of external relationships. It is also argued that information and communication technologies (ICT) and Knowledge Management Systems (KMS) can play an important role in knowledge‐intensive processes and flows. This paper presents a conceptualization of strategic knowledge managing within the context of inter‐organizational networks. The conceptualization is based on the resource‐based, dynamic capability, and absorptive capability views as well as ideas from the 'gift economy'. Three types of inter‐organizational networks for strategic knowledge managing are defined: (1) extra‐networks; (2) inter‐networks; and (3) open networks. The paper discusses knowledge managing in the three network types and illustrates how ICT and KMS can be used to enable and enhance knowledge managing in inter‐organizational networks—the core business process used for illustration is new product development. Copyright © 2003 John Wiley & Sons, Ltd.

Although information technologies in business organizations around the world may be very similar, the meanings conveyed through the technologies may be dependent on managerial values and national culture. Cultural differences need to be understood before information technology developed for organizations in one country can be effectively implemented in organizations in another country. Drawing on survey responses from managers using Executive Information Systems (EIS) across many organizations in Mexico, Sweden, and the United States, the current study examined whether cultural differences influence perceptions of the relationship between Executive Information Systems' use and various outcomes related to decision‐making behaviors and processes. The study found significant differences, predicted by cultural factors, in the impact of EIS use on senior management decision making. The findings confirm the notion that IT is used by executives to reinforce the decision‐making behaviors valued in their culture.

Although Big Data generates many benefits for individuals, organizations and society, significant ethical issues are forcing governments to review their regulations so that citizens' rights are protected. Given these ethical issues and a gradual increase of awareness about them, individuals are in need of new technical solutions to engage with organizations that extract value from Big Data. Currently, available solutions do not adequately accommodate the conflicting interests of individuals and organizations. In this paper, we propose a conceptual design for an artifact that will raise awareness amongst individuals about Big Data ethical issues and help to restore the power balance between individuals and organizations. Furthermore, we set forward a design agenda outlining future activities towards building and evaluating our proposed artifact. Our work is grounded in discourse ethics and stakeholder theory and intertwined with the European General Data Protection Regulation (GDPR)