Identifying key knowledge area in the professional services industry: a case study

2004 ◽  
Vol 8 (6) ◽  
pp. 131-150 ◽  
Author(s):  
Gabriel Cepeda Carrión ◽  
José Luis Galán González ◽  
Antonio Leal
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Professional Services ◽  
Exploratory Case Study ◽  
Critical Knowledge ◽  
Knowledge Area ◽  
Services Industry

The purpose of this exploratory case study is to determine how an enterprise can identify and measure a key resource capability (critical knowledge area) to enhance competitive advantage, in the context of the emerging field of knowledge management. On the basis of the literature on resource capabilities and strategic management, the term critical knowledge area has been formulated as a label for a key resource capability.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

Exploring Paths Towards Knowledge Cities Developments

2010 ◽  
pp. 288-297
Author(s):  
Kostas Ergazakis ◽  
Kostas Metaxiotis ◽  
Emmanouil Ergazakis
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Knowledge Economy ◽  
Research Community ◽  
Management Approach ◽  
Business World ◽  
The Status

Nowadays, knowledge is considered as one of the most valuable assets of an enterprise which has to be managed efficiently and effectively in order to gain a competitive advantage in the knowledge economy era. Knowledge Management (KM) evolved into a strategic management approach, finding application not only in the business world but also in other areas such as education, government and healthcare. In this way, the new link between KM and KBD created the appropriate environment for the advent of a new concept in the scientific and practitioners’ communities, the concept of “Knowledge City” (KC). Nowadays, the theme of KCs is a ‘hot’ topic of interest and discussion. The process for developing a KC, is neither quick nor simple. This seems to be already understood by the research community, which the last few hears has begun to concentrate its efforts so as to develop appropriate frameworks, methodologies, tools, systems, etc so as to support the development of KCs. In this context, and given that there are still many pending issues, this article attempts to propose a taxonomy of KC research, by co instantaneously presenting the status with these major themes of KC research. The discussion presented on this article should be of value to researchers and practitioners.

Bharadwaj Aushadalay

2013 ◽  
pp. 1-10
Author(s):  
Mukund R. Dixit ◽  
Sanjay Verma
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Diagnostic Tools ◽  
Sustainable Competitive Advantage ◽  
Pulse Diagnosis ◽  
History Of ◽  
Tools And Techniques ◽  
Indian Medicine ◽  
Treatment Restrictions

This case provides an opportunity to identify and discuss issues in sustenance of an incumbent's strategy in the changing environment. The context is the practice of Nadi Nidan (pulse diagnosis) and treatment of disorders based on this according to Ayurveda, the ancient system of Indian medicine. It describes the functioning of Bharadwaj Aushadhalay, an Ayurveda clinic run by Vaidyaji since 1955 and presents the history of the clinic, the process by which Vaidyaji learnt the practice of Nadi Nidan, the profile of the patients, the mode of treatment, restrictions imposed by Vaidyaji on the patients, their response and competitive pressures on the system. The case also provides a brief sketch of Ayurveda, its principles, currents trends in the education and research in Ayurveda, and recent advances in diagnostic tools and techniques. The case can be used in courses of Strategic Management in the module on Strategies for Sustainable Competitive Advantage and Knowledge Management.

Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector

2009 ◽  
pp. 86-107
Author(s):  
Arla Juntunen
Keyword(s):  
Knowledge Management ◽  
Qualitative Study ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Organizational Memory ◽  
Management Platform ◽  
Corporate Memory

This chapter focuses on the challenges of developing a knowledge management platform to support organizational memory and knowledge transfer. The study is based on a qualitative study in the ICT sector. First, the chapter discusses the development of the KM platform. Second, the benefits, and a competitive advantage of such a platform, are discussed. Finally, the conclusions are made, based on the case study.

Strategically-Focused Enterprise Knowledge Management

2011 ◽  
pp. 14-22
Author(s):  
Robert J. Mockler ◽  
Dorothy G. Dologite
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Systems ◽  
Management Process ◽  
Knowledge Management Systems

This chapter describes the characteristics and types of strategically focused knowledge management systems and the key conditions affecting their development and success. The discussion, which is based around company examples, focuses on various strategic management uses of these systems. The knowledge management process is designed to increase profitability and competitive advantage in the marketplace.

Leveraging Cognition for Competitive Advantage: A Knowledge-Based Strategy Process

2004 ◽  
Vol 03 (03) ◽  
pp. 259-272 ◽  
Author(s):  
Senthil K. Muthusamy ◽  
Ramaraj Palanisamy
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Practice ◽  
Competitive Advantages ◽  
Strategy Formulation ◽  
Knowledge Based ◽  
Strategy Process ◽  
Cognition And Learning ◽  
The Individual

The organisation that wants to build competitive advantages has to create and leverage its capabilities. One of the central bases for achieving competitive advantage is the organisational capability to create new knowledge and transfer it across various levels and parts of the organisation. Because knowledge is central to strategy formulation and implementation, knowledge management has become a key strategic task facing managers for achieving success in today's complex and dynamic environments. A major challenge facing strategic management is engineering and managing the individual and group level knowledge that facilitates better strategies and invokes commitment. A knowledge management based model of strategy formulation process is presented. Traditional strategy frameworks are evaluated and a comprehensive cognition and learning centered strategy framework is suggested as a better model of strategy formulation and implementation for achieving competitive advantage. The implications of the knowledge-based approach for strategic management practice and research are highlighted.

Strategically-Focused Enterprise Knowledge Management

2011 ◽  
pp. 1216-1222
Author(s):  
Robert J. Mockler ◽  
Dorothy G. Dologite
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Systems ◽  
Management Process ◽  
Knowledge Management Systems

This chapter describes the characteristics and types of strategically focused knowledge management systems and the key conditions affecting their development and success. The discussion, which is based around company examples, focuses on various strategic management uses of these systems. The knowledge management process is designed to increase profitability and competitive advantage in the marketplace.

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