e-Knowledge repositories, marketplaces, and exchanges become
the foundation for e-knowledge. The sharing and exchange
of e-knowledge becomes an essential element of the e-Knowledge Industry.
Horizontal marketplaces change the dynamics of publishing and learning
support, increasing customer satisfaction and driving down both
the cost and price of content. These marketplaces open secondary
markets for enterprise knowledge, which creates a significant revenue
stream for associations, universities, many enterprises, and individual
faculty, researchers, and practitioners. These marketplaces also
empower providers and demand aggregators who leverage their established
relationships with learners in various settings.
Communities of practice become the epicenters of knowledge
stewardship and autonomic learning. Communities of practice
achieve amenity in facilitating knowledge sharing among peers. They
also provide syntheses of insights to outsiders. Communities of
practice become the epicenters of autonomic learning; directed/structured
learning uses cohort-based models, drawing its learners from the
community of practice and/or working groups.
Impacts of new infrastructures and knowledge environments
reshape knowledge ecologies. Cycles of process reinvention
create new knowledge ecologies that reshape the relationships between
enterprises and their members, learners, staff, customers, and other
stakeholders. These relationships are the basis for creating and
sharing knowledge. They are also the foundation and fulcrum for
leveraging learning relationships. Ambient knowledge environments
provide new opportunities for knowledge sharinginvolving individuals,
teams, and communities.
Reinventing Business Models
The principles and practices of e-knowledge enable
individuals and enterprises to unbundle their learning
and knowledge sharing experiences. This is one of the greatest powers
of e-knowledge. It appeals to the aspirations and motivations of
individuals and most enterprises and enables dramatic changes in
business models involving knowledge and learning.
The future of intellectual property industries
lies in selling performances and relationships, not digital objects.
Attempts to sell digital objects at increasingly higher prices can
only succeed when the seller has a de facto monopoly. . . . Revenues
for manufacturers and distributors of digital objects will drop
steeply in the next 10 years in the World Without Secrets. Its
a good time for those players to think about how they are going
to make a transition to a new business. They might start by thinking
about what makes a company exceptional, or not, beginning
with its relationships.
A good business model begins with an insight
into human motivations.
Joan Magretta, 2002