Taking practice perspectives of ‘knowledge’ as a point of departure, the paper at hand investigates how Copenhagen Capacity (CopCap) actively uses networks to advance its organizational goals. In doing so the investment promotion (IP) agency of Copenhagen draws on networks to build a compelling business case for foreign investors. Knowledge becomes a crucial resource in the ambition to attract and retain the respective to the Danish capital and thus spur regional growth and economic prosperity. CopCap is thus referred to as ‘knowledge intensive firm’. One way of going about this difficult task is to organize your network in a cluster initiative, as it has been the case with the Copenhagen Cleantech Cluster (CCC). As such the research question of this work has been set-up to investigate how CopCap uses networks as a framework for knowledge management. An in-depth case analysis on the CCC as one example has been conducted. The argument goes that after the cleantech organization has become independent from CopCap, self-sustainable and financed by its members, the institutional set-up or the architecture of how the cleantech cluster is linked to the mother organization CopCap has changed dramatically. The whole process culminated when the CCC merged with the LEAN energy cluster into CLEAN and finally moved out of the common office spaces in August 2014. The informal knowledge sharing and knowledge transfer that has occurred naturally between people that shared a common identity and considered themselves as colleagues before fail to materialize on a daily basis ever since. It seems a conscious effort needs to be done to re-design the pipelines for knowledge sharing and knowledge transfer that have carefully been crafted during the five year project period of the CCC. In order for this to be successful, management needs to take a decision on how the two organizations should be working together in future. For the IP consultants in CopCap it also means that they need to continuously reach out to the employees of CLEAN to maintain those pipelines and the good network relations. The reason for this being that the cluster organization is key to build sector specific value propositions for foreign investors. What has once been one community has now been divided into two. This shift in the institutional framework thus poses a challenge in terms of knowledge management, as part of this knowledge network that used to be an integral component of CopCap is now external. A strategic approach of how to actively use each other and by this develop new practices that foster knowledge sharing and knowledge exchange is needed.
|Educations||MSc in Business, Language and Culture, (Graduate Programme) Final Thesis|
|Number of pages||73|