Journal Article
© Jun 2009 Volume 7 Issue 2, ICICKM 2008, Editor: Kevin O'Sullivan, pp199 - 296
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Abstract
Information is becoming the engine, resource, and commodity that drives the economy and social institutions, as well as our personal and professional lives. Because we are living in a unique period of human history, we may not appreciate the scope, speed, and impact of Information Age change. Framing six characteristics of the Information Age, this paper suggests resulting imperatives for leaders who must create and lead Information Age organizations. They must leverage human and other resources, and solve today's complex and wicked problems to achieve organizational and cross‑boundary goals. Global engagement, no longer limited by time or space, is enabled by worldwide information communication and technology networks that are instant, non‑hierarchical, and dynamic. Smaller devices, tagging, and the integration of media and sources foster communication, collaboration, and innovation, along with new expectations for ourselves and others to be "always on" and responsive. In this dense information environment leaders face the danger of heightened decision uncertainty in a sea of meaningless, fragmented but apparently inter‑connected data. Increasingly complex, chaotic, fragmented, interdependent wicked problems require new cross‑boundary perspectives and deeper understanding. In the Information Age solo action focused on control of resources is giving way for former competitors to create win‑win partnerships. Dynamic human networks are replacing, complementing, and competing with hierarchical organizations as powerful systems for communicating, sharing, and organizing. The authors, faculty members at a U.S. Government graduate institution, explore the essential elements of the Information Age and their imperatives for leaders, especially government leaders, who can create and lead organizations in this new environment.
Journal Issue
Volume 7 Issue 2, ICICKM 2008 / Jun 2009
pp199‑296
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Keywords: competitive intelligence, conceptual umbrella metaphor, e-business performance, elicitation, enabling context, Ba, European firms, external knowledge, framework G-U-I-N, globalization, higher education, human networks, industry attractiveness, information age, information and communication technology, information communication, integration, intellectual capital, KM in agribusiness, knowledge capitalization, knowledge complexity, knowledge maps, knowledge modelling, knowledge sharing, knowledge transfer, leadership, mapping technique, merging, mind map, m-k toolkit, mobile knowledge, new technology-based firm (NTBF), ontology, research network, risk, social aspects, social network analysis, social software, strategic alliances, strategic information management, strategy formulation process, technologies, technology adoption, technology, Thailand, triple helix model, university-industry interaction, value network, virtual knowledge management, wicked problems
Journal Issue
Volume 7 Issue 3 / Jun 2009
pp297‑397
View Contents Download PDF (free)
Keywords: competitive intelligence, conceptual umbrella metaphor, e-business performance, elicitation, enabling context, Ba, European firms, external knowledge, framework G-U-I-N, globalization, higher education, human networks, industry attractiveness, information age, information and communication technology, information communication, integration, intellectual capital, KM in agribusiness, knowledge capitalization, knowledge complexity, knowledge maps, knowledge modelling, knowledge sharing, knowledge transfer, leadership, mapping technique, merging, mind map, m-k toolkit, mobile knowledge, new technology-based firm (NTBF), ontology, research network, risk, social aspects, social network analysis, social software, strategic alliances, strategic information management, strategy formulation process, technologies, technology adoption, technology, Thailand, triple helix model, university-industry interaction, value network, virtual knowledge management, wicked problems