Call for paper: The Integration of Dispersed Knowledge Management, Enterprise Risk Management and Corporate Crisis Management in the Face of Changes in the Global Business Environment

The Integration of Dispersed Knowledge Management, Enterprise Risk Management and Corporate Crisis Management in the Face of Changes in the Global Business Environment

In recent decades, society has experienced a significant evolution of human knowledge. This occurred, to a large extent, as a consequence of globalization and the accelerated technological evolution, which amplified the generation of knowledge and produced considerable changes in the world, in particular, the increased complexity of the national and international business environments in which organizations operate (LIU, 2019; OLIVA, 2014b, 2016 KOTABE; OLIVA et al., 2024; KOTHARI, 2016; GAUR; KUMAR, 2018). Concepts such as VUCA, relating to the conditions of Volatility, Uncertainty, Complexity and Ambiguity, came to be used to express the growing complexity of business environments (BENNIS; NANUS, 1985), which can be seen when observed, by for example, in the increase in the number of agents and relationships involved in current interorganizational arrangements.

A consequence of this change in the forces that make up the business environment has extended beyond organizational boundaries, resulting in the generation of new corporate risk scenarios, with the potential to affect both the objectives of organizations and also, indirectly, the pillars of the business environment, and cause damage to society (OLIVA, 2016). These new risks, resulting from the increased complexity of business environments, began to challenge the creativity of managers in the most diverse types of organizations, regardless of their area of operation, size or structure (OLIVA, 2014b, 2016).

Recent searches carried out in databases for studies with the combination of the words “disperse knowledge management”, “risk management” and “crisis management”, showed the lack of studies that analyzed in depth the interrelationships among these three dimensions of management with each other, or with other aspects of organizational management, such as organizational culture, ethics, barriers to knowledge, innovation, dynamic capabilities, startups, organizational learning and others.

This is why it is very important to develop studies that broaden the understanding of the implications and interactions between Dispersed Knowledge Management, Enterprise Risk Management and Corporate Crisis Management with each other and with other aspects of organizational management, since It will not only allow contributing to the evolution of the state of the art in academic knowledge in Business Administration, but also equipping organizations to face risk and crisis contexts more efficiently in the future.

In order to fill this theoretical gap, this call for papers seeks to stimulate the development of research on the above-mentioned contents and interactions, and thus assist managers and scholars in the development of solutions to raise the level of maturity of organizations in dealing with corporate risks and crises.

Topics of Interest

This is a special issue organized by the Journal of Knowledge Management and invites you to develop research on various topics related to the central themes, Dispersed Knowledge Management, Enterprise Risk Management and Corporate Crisis Management, together or in combination of two with approach in national or international knowledge management contexts. Emblematic case studies and research-actions in large national and multinational corporations, quantitative and qualitative sectorial research in the national or international context are some examples. The use of well-founded research methods is expected that support studies exploring the following topics, although not necessarily limited to these:

General topics:

Considering the organizational context in the practices of Dispersed Knowledge Management, Enterprise Risk Management and Corporate Crisis Management, together or in combination of two with approach in knowledge management contexts, some general topics are suggested:

Implications of use in large national or multinational corporations;
Integration with cultural, social, institutional, geographic or economic dimensions in organizations and their business environments;
Barriers, critical success factors and application best practices in large organizations;
Dynamic capabilities to be explored in inter-organizational arrangements;
Innovation management in interorganizational arrangements
Management maturity stages in facing local, regional or global crises;
Ethical dilemmas in defining risk appetite and tolerance in organizations;
Complexity, vulnerability and impacts of risks and crises on supply chain structures.
Identification of organizational “artifacts” related to risk and crisis management;
The Covid-19 crisis and its confrontation by organizations;
Identification of agents and knowledge capture instruments dispersed in organizations;
The challenges, barriers and risks of open innovation between established companies and startups;
Proposition of integrative models of protection systems for organizations.

Specific topics:

What are the main organizational backgrounds that stimulate the development of dispersed knowledge, risk and crisis management in organizations?
How does organizational culture interact with the management of dispersed knowledge, risks and crises in organizations?
Which areas of administration can drive the development of dispersed knowledge, risk and crisis management in organizations?
How does the management of dispersed knowledge, risks and crises in organizations contribute to the sustainability of organizations?
How does the management of dispersed knowledge, risks and crises in organizations affect the performance of organizations?
How do multinational companies develop tools or processes for managing dispersed knowledge, risks and crises in organizations with spatially separate structures?