Peer Reviewed Journal via three different mandatory reviewing processes, since 2006, and, from September 2020, a fourth mandatory peer-editing has been added.
Mobilizing distributed Organizational
Intelligence involves managerial efforts whereby
the generation of new tacit knowledge requires
dissemination of newly codified externalized
knowledge. The managerial role in the early
stage of knowledge creation is to support and
stimulate the process of knowledge generation
and to aid the diffusion of knowledge across
organizational boundaries. In contrast, the
subsequent ‘harvesting’ and goal-oriented
application of knowledge requires convergence
of human actors (H) as carriers of distributed
intelligence (DI). Optimization of the
organizational performance and improved
workflow efficiency is best effectuated by
applying insights from fluid mechanical analogs.
Several such analogs are introduced here and
these provide insight that helps to funnel tacit
and explicit knowledge into tangible asset value.
Three sets of managerial lessons are inferred
from the analogs: (1) Social bonding between
professionals needs to be stimulated because
professionals with strong social bonds (S) can
sustain effective workflows under relatively high
pressures, while weak social bonds lead to
turbulence and disruption; (2) Effective vision
sharing is essential for goal-oriented and
accelerated knowledge development in DI
systems, and; (3) Managerial pressure may not
overheat the critical limit that can be handled by
resilient and strongly bonded DI networks, as
this would result in disruptive turbulence even in
experienced neural networks.
