Promoting Retail Innovation: Knowledge Flows during the Emergence of Self-Service and Supermarket Retailing in Britain

10.1068/a3741 ◽  
2005 ◽  
Vol 37 (5) ◽  
pp. 805-821 ◽  
Author(s):  
Andrew Alexander ◽  
Gareth Shaw ◽  
Louise Curth
Keyword(s):  
Knowledge Management ◽  
Critical Period ◽  
Business Management ◽  
Innovation Process ◽  
Knowledge Flows ◽  
Retail Geography ◽  
Innovation Transfer ◽  
Management Processes ◽  
Self Service ◽  
Innovation Knowledge

The notion of innovation underpins many studies of change within the literatures of retail management and the new retail geography. However, conceptualisation of the innovation process within retailing has remained surprisingly partial, with insufficient attention being given to the processes of knowledge management and learning within the firm. The authors illustrate the importance of such themes by reference to the key organisational and technological changes surrounding the development of self-service and supermarket retailing in Britain during the postwar years 1945–65. A conceptual framework derived from a reading of the business-management and economic geography literatures is employed to analyse the innovation transfer and related knowledge-management processes that influenced retail change during this critical period.

Beyond Knowledge Management

2011 ◽  
Vol 2 (4) ◽  
pp. 62-72
Author(s):  
Laszlo Z. Karvalics ◽  
Nikunj Dalal
Keyword(s):  
Knowledge Management ◽  
Knowledge Flows ◽  
Layer Model ◽  
New Paradigm ◽  
Global Knowledge ◽  
Knowledge Domain ◽  
Conceptual Innovation ◽  
Knowledge Governance ◽  
Classical Knowledge ◽  
Innovation Knowledge

The authors outline trends in managing knowledge, introduce the emerging framework of knowledge governance, and expand its scope. The major approaches of classical knowledge management, distilled to cook-book definitions and consultant practices, are increasingly viewed as inadequate in addressing the growing complexity of information and knowledge flows in modern organizations and societies dealing with rapidly changing environments. Reflecting a new normative push towards conceptual innovation, knowledge governance has emerged as a new paradigm to describe, understand, and analyze the expanding “knowledge domain” in a holistic and comprehensive way. Knowledge governance involves the design of structures and mechanisms to support the processes of sharing and creating knowledge. Knowledge governance has two main interpretation levels in the literature: the company- (micro-) and the national (macro-) level. The authors propose a three-layer model adding a layer of “global” knowledge governance. Analyzing and separating the main issues in this way, we can reformulate the focus of knowledge governance research and practice in all layers.

The Tacit Knowledge and the Knowledge Management Processes

2017 ◽  
pp. 201-235
Author(s):  
Florea Nicoleta Valentina
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Exchange ◽  
Knowledge Flows ◽  
Knowledge Processes ◽  
Management Processes ◽  
New Knowledge ◽  
The Right ◽  
Long Term Performance ◽  
Term Performance

Knowledge management is a new term specific for the new Knowledge Economy, where continuous change is every step and imposes developing knowledge of employees in order to satisfy stakeholders needs and to obtain long-term performance. This chapter will analyse the role of tacit knowledge in obtaining performance and the knowledge processes implemented to achieve its objectives: knowledge acquering, mapping and sharing in order to grow knowledge and knowledge flows. The author presents a simulation model used to analyse the present stock of tacit knowledge and to predict future knowledge for the future activities. It is also developed a relationship-based Knowledge Matrix offering organizations new opportunities for gaining new knowledge. This can be made by implementing models of inter and intra-departmental or inter-organizational knowledge exchange to help organizations find the right employee for the right job, and to identify the right knowledge at the right time and cost.

Expert Knowledge in the University-Industry Cooperation

2018 ◽  
pp. 218-236
Author(s):  
Oxana Karnaukhova ◽  
Oliver Hinkelbein
Keyword(s):  
Knowledge Management ◽  
Expert Knowledge ◽  
Cultural Analysis ◽  
Knowledge Flows ◽  
Advantages And Disadvantages ◽  
Knowledge Based ◽  
Management Processes ◽  
The University ◽  
Industry Relations ◽  
University Industry

The idea of the chapter is to make a cross-cultural analysis of the various knowledge management processes, with the aim of identifying advantages and disadvantages, perspectives and obstacles for knowledge management (KM) within the boundaries between university and industry. KM strategies revealed the importance of institutionalization and legitimation processes of practitioners' knowledge. In the contemporary networking world with blurring boundaries between professional and non-professional knowledge the position of expert is changing. It immediately influences knowledge flows between university and industry. The chapter will provide a comparative analysis of two KM cases in the field of university-industry relations – Germany and Russia with emphasis on difficulties and advantages of KM implementation for enhancing decision-making process on both sides; evolving stakeholders to participate in activities, building efficient societal capabilities and developing knowledge-based communities.

Knowledge Management Within the Context of Organizational Innovation

2020 ◽  
pp. 26-49
Author(s):  
M. Hanefi Calp
Keyword(s):  
Knowledge Management ◽  
Business Performance ◽  
Large Scale ◽  
Organizational Innovation ◽  
Innovation Process ◽  
Easy Access ◽  
Management Processes ◽  
Management Concept ◽  
The Right ◽  
Knowledge Management Processes

Knowledge management aims to provide easy access and management of the information resource for the institutions and thus to create value by taking the right decisions. Since knowledge management has a decisive impact on the business performance and innovation process at different stages and requires a different knowledge management concept, enterprises should integrate innovation selection activities into knowledge management processes. Otherwise, businesses may face problems in the management processes of the information resources they have. The purpose of this chapter is to first specify the definition and tasks of knowledge management, then to examine the knowledge management processes and to correctly identify of the problems encountered in these processes to find and to implement effective solutions and to realize effective management of the knowledge management within the scope of organizational innovation. This study is very important for businesses with a large scale of the budget, human resources, corporate memory, and thus, a data source.

Beyond Knowledge Management

2013 ◽  
pp. 307-318
Author(s):  
Laszlo Z. Karvalics ◽  
Nikunj Dalal
Keyword(s):  
Knowledge Management ◽  
Knowledge Flows ◽  
New Paradigm ◽  
Global Knowledge ◽  
Knowledge Domain ◽  
Research And Practice ◽  
Changing Environments ◽  
Knowledge Governance ◽  
Classical Knowledge ◽  
Innovation Knowledge

The authors outline trends in managing knowledge, introduce the emerging framework of knowledge governance, and expand its scope. The major approaches of classical knowledge management, distilled to cook-book definitions and consultant practices, are increasingly viewed as inadequate in addressing the growing complexity of information and knowledge flows in modern organizations and societies dealing with rapidly changing environments. Reflecting a new normative push towards conceptual innovation, knowledge governance has emerged as a new paradigm to describe, understand, and analyze the expanding “knowledge domain” in a holistic and comprehensive way. Knowledge governance involves the design of structures and mechanisms to support the processes of sharing and creating knowledge. Knowledge governance has two main interpretation levels in the literature: the company- (micro-) and the national (macro-) level. The authors propose a three-layer model adding a layer of “global” knowledge governance. Analyzing and separating the main issues in this way, we can reformulate the focus of knowledge governance research and practice in all layers.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

Research and analysis of business management processes implemented under conditions of incomplete certainty

2020 ◽  
Author(s):  
Igor Klimenko ◽  
A. Ivlev
Keyword(s):  
Decision Making ◽  
A Priori ◽  
Business Management ◽  
Statistical Uncertainty ◽  
Management Processes ◽  
Classical Decision ◽  
Decision Making Criteria

The study carried out in this work made it possible to expand the rank scale for a priori assessment of the chosen strategy in terms of increasing the sensitivity of assessing the caution / negligence ratio using risky, as well as classical decision-making criteria under conditions of statistical uncertainty.

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