A knowledge value creation model for knowledge‐intensive procurement projects

2008 ◽  
Vol 19 (7) ◽  
pp. 871-892 ◽  
Author(s):  
Hsiaoping Yeh
Keyword(s):  
Value Creation ◽  
Knowledge Intensive ◽  
Knowledge Value

scholarly journals A Neglected Role for Organizational Design: Supporting the Credibility of Delegation in Organizations

2015 ◽  
Vol 4 (3) ◽  
pp. 3 ◽  
Author(s):  
Diego Stea ◽  
Kirsten Foss ◽  
Nicolai J. Foss
Keyword(s):  
Value Creation ◽  
Organizational Design ◽  
Employee Motivation ◽  
Theoretical Argument ◽  
Uncertain Environments ◽  
Firm Level ◽  
New Information ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
The Right

Managers delegate the right to make decisions to employees because delegation economizes on scarce managerial attention, fosters the use of local knowledge, and positively impacts employee motivation. This is particularly important in knowledge-intensive organizations that operate in uncertain environments, where employees have specialized knowledge and need to be responsive to local changes. Managers, however, often renege on delegation, particularly in high-uncertainty contexts, because they are tempted to adjust past decisions based on new information. We argue that employees’ knowledge that management may renege on delegated decision rights has negative motivational consequences that are costly in knowledge-intensive organizations. As a consequence, making delegation credible is essential for sustaining the advantages that flow from delegation. Organizational design can play a key role in making delegation credible, supporting the value creation caused by delegated discretion. Our theoretical argument sheds new light on relationships among organizational design, credible delegation, and firm-level value creation.

scholarly journals Linking and leveraging resources for innovation and growth through collaborative value creation: A study of Indian OSPs

2020 ◽  
Author(s):  
D Chadee ◽  
Revti Raman ◽  
B Roxas
Keyword(s):  
New York ◽  
Value Creation ◽  
Multinational Enterprises ◽  
Service Providers ◽  
Theoretical Perspective ◽  
Asia Pacific ◽  
Network Resources ◽  
Asia Pacific Journal ◽  
Collaborative Value Creation ◽  
Knowledge Intensive

© 2016, Springer Science+Business Media New York. How do knowledge-intensive and technology-based service providers from emerging economies sustain their innovation to grow rapidly and become dominant global players in their fields? We explain this recent phenomenon for a sample of offshore service providers (OSPs) from India by drawing from the collaborative value creation theoretical perspective and Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) resource “linking and leveraging” concepts. This paper shows that OSPs from India develop high quality relationships to enable them access and exploit network resources in delivering customized and innovative services to clients globally. The findings of this research provide further evidence that Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) internationalization framework of emerging economy multinational enterprises can be generalized to service providers.

How Can Knowledge Leakage be Stopped

2017 ◽  
Vol 9 (1) ◽  
pp. 26-41
Author(s):  
Mambo Governor Mupepi ◽  
Aslam Modak ◽  
Jaideep Motwani ◽  
Sylvia C. Mupepi
Keyword(s):  
System Design ◽  
Value Creation ◽  
Technical System ◽  
Collaborative Approach ◽  
The People ◽  
Knowledge Leakage ◽  
Philosophical Framework ◽  
Technical Systems ◽  
Knowledge Intensive

This article discusses how leakage of knowledge can occur in value creation networks embedded in knowledge-intensive firms, and how a collaborative approach can be utilized to minimize risk and increase sustainability. For knowledge to be preserved from unintentional outflow, its confidential nature and description must be understood at all levels. Loss of knowledge can occur at any point; whether it is through the process of consultation or when employees do their work. Forfeiture of information can be unintended or a planned effort. To prevent such unintended leakage, it is important to develop a shared mindset among employees to minimize the risk. The socio-technical system design is a philosophical framework that enables companies to simultaneously consider both ethical and technical systems in order to best match the technology and the people involved. History has shown through a number of situations that firms that failed to comprehend new opportunities were often limited by stakeholders' thoughts and actions.

Value creation: the future of knowledge management

2008 ◽  
Vol 23 (3) ◽  
pp. 283-294 ◽  
Author(s):  
CHALEE VORAKULPIPAT ◽  
YACINE REZGUI
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Value Creation ◽  
Knowledge Creation ◽  
Societal Values ◽  
Societal Challenges ◽  
Holistic Understanding ◽  
Knowledge Value

AbsractThe paper provides a review of knowledge management (KM) literature with a focus on recent value creation trends of the KM discipline. The review spans a large spectrum of KM research ranging from the ‘soft’ (socio-organizational) to technical dimensions of KM, published in the academic and trade literature. An interpretive stance is adopted so as to provide a holistic understanding and interpretation of organizational KM research and models. Value creation is grounded in the appropriate combination of human network, social capital, intellectual capital, and technology assets, facilitated by a culture of change. It is argued that to be effective organizations need not only to negotiate their migration from a knowledge sharing to a knowledge creation culture, but also to create sustained organizational and societal values. The latter form the foundation of the proposed ‘knowledge value creation’ concept and represent key organizational and societal challenges faced by modern organizations.

A novel mechanism for business analytics value creation: improvement of knowledge-intensive business processes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Olivera Marjanovic
Keyword(s):  
Value Creation ◽  
Business Processes ◽  
Research Problem ◽  
Experiential Knowledge ◽  
Decision Makers ◽  
Business Analytics ◽  
Content Type ◽  
Individual Knowledge ◽  
Distribution Company ◽  
Knowledge Intensive

Purpose This paper focuses on the “how” of business analytics (BA) value creation, which remains an open research problem and a practical challenge. The main purpose of this paper is to propose a novel BA value creation mechanism that is BA-enabled improvement of Knowledge-intensive Business Processes (KIBPs), with experiential knowledge of decision makers as the key to a more sustainable BA-enabled competitive differentiation. Design/methodology/approach This research uses a qualitative research case study, conducted in a large retail distribution company. The research insights were observed through a combined lens of work systems theory and the knowledge-based view (KBV) of the firm, using an interpretive approach. Findings The proposed theoretical model identifies three stages of KIBP improvement through BA and explains how they lead to a sustainable BA-enabled competitive differentiation. Stage 1 focusses on BA support for individual knowledge-intensive tasks, Stage 2 focusses on individual decision makers and their ability to gain KIBP-related analytical insights and turn them into action; and Stage 3 on sharing of the acquired experiential knowledge amongst decision makers using BA. Originality/value In addition to proposing a novel mechanism for BA value creation, this research demonstrates the importance of leveraging experiential knowledge of decision makers as a pathway to a more sustainable competitive differentiation through BA. This, in turn, creates new opportunities for knowledge management researchers to engage in BA-related research. It also opens a new approach for BA researchers to investigate BA value creation mechanisms through the lens of KBV, rather than more common resource-based or capability-based views.

Patents and Logocentric Differences

2017 ◽  
pp. 102-120
Author(s):  
Mambo Mupepi ◽  
Robert Frey ◽  
Jaideep Motwani
Keyword(s):  
Value Creation ◽  
Organizational Knowledge ◽  
Technical System ◽  
Collaborative Approach ◽  
Competitive Environments ◽  
The People ◽  
Knowledge Leakage ◽  
Philosophical Framework ◽  
Technical Systems ◽  
Knowledge Intensive

The discussion progressed in this chapter is about the protection of organizational knowledge in competitive environments. Knowledge can leak in the value creation networks embedded in knowledge-intensive firms, and a collaborative approach can be utilized to minimize risk and increase sustainability. For knowledge to be preserved from unintentional outflow, its confidential nature and description must be understood at all levels. Loss of knowledge can occur at any point; whether it is through the process of consultation or when employees do their work. Forfeiture of information can be unintended or a planned effort. To prevent such unintended leakage, it is important to develop a shared mindset among employees to minimize the risk. The socio-technical system is a philosophical framework that enables companies to simultaneously consider both ethical and technical systems in order to best match the technology and the people involved. In this paper we show how the socio-technical system can be applied to prevent knowledge leakage.

Knowledge Management Practices in Temporal Knowledge-Intensive Organizations

2011 ◽  
pp. 712-718
Author(s):  
Raul M. Abril
Keyword(s):  
Knowledge Management ◽  
Value Creation ◽  
Management Practices ◽  
Intention To Adopt ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
State Of Affairs ◽  
The Impact ◽  
Common Understanding

This chapter is designed to serve as a comprehensive introduction to a few aspects of knowledge management (KM) practices of particular relevance for temporal knowledge-intensive organizations. The aspects considered are the contribution of KM pratices to value creation, the dissemination and adoption of KM practices and the enabling role of KM practices in the interpretation of states of affairs. The value creation aspect focuses on the impact of KM practices in temporal knowledge-intensive organizations creating value for their customers/users. The behavioral nature of KM practices is of critical relevance for temporal knowledge-intensive organizations as there are attitudes that will be very influential in individuals’ intention to adopt such KM practices. Finally, because the individuals in a temporal knowledge-intensive organization should share the same interpretation on a given state of affairs or about the data at hand, the interpretative aspect of KM practices focuses in the enabling role of KM practices in reaching common understanding.

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