scholarly journals Knowledge management issues in the EFQM excellence model framework

2019 ◽  
Vol 37 (5) ◽  
pp. 781-800
Author(s):  
Fernando Criado-García ◽  
Arturo Calvo-Mora ◽  
Silvia Martelo-Landroguez
Keyword(s):  
Knowledge Management ◽  
Content Analysis ◽  
Dynamic Capability ◽  
Competitive Advantages ◽  
Model Framework ◽  
Content Type ◽  
Efqm Model ◽  
Management Approaches ◽  
Key Aspects ◽  
Sustainable Competitive Advantages

Purpose The purpose of this paper is to identify knowledge as a key strategic resource within the EFQM excellence model. The study also analyses whether the EFQM model helps to create an adequate context for successful knowledge management (KM). A description is given of the synergies between both management approaches, with the purpose of reaching sustainable competitive advantages within organizations. Design/methodology/approach A literature review and a content analysis are carried out which show how the current version of the EFQM model includes the key aspects of the knowledge management systems (KMS) and its process. Also, the relationships and synergies between both considered management approaches are analyzed: quality management and KM. Findings After a detailed analysis of KM issues in the EFQM model, important synergies and complementary elements are appreciated between both management frameworks. Evidence is given of how the integration of both frameworks constitutes a dynamic capability that can lead organizations to attain sustainable competitive advantages. Practical implications An exhaustive review is given of the elements related to KM present in the EFQM model. In addition, companies are offered guidelines to be able to manage their knowledge through a model that is recognized and widespread in the business sphere. Originality/value The research develops the first content analysis of the process elements and KMS present in the whole structure of the EFQM model. Furthermore, it is shown how the integration of excellence and KM constitutes a dynamic capability for organizations based on continuous improvement, innovation and learning.

scholarly journals How do firms tackle strategic change? A theoretical model of the choice between dynamic capability-based and ad hoc problem-solving approaches

2017 ◽  
Vol 30 (5) ◽  
pp. 725-743 ◽  
Author(s):  
Yue Wang ◽  
Karen Yuan Wang
Keyword(s):  
Problem Solving ◽  
Ad Hoc ◽  
Strategic Change ◽  
Dynamic Environments ◽  
Dynamic Capability ◽  
Competitive Advantages ◽  
Content Type ◽  
Organizational Attributes ◽  
Structural Inertia ◽  
Sustainable Competitive Advantages

Purpose The purpose of this paper is to provide a theoretical account of how firms make choices between dynamic capability-based and ad hoc problem-solving approaches toward strategic change. Design/methodology/approach A model has been developed to answer the questions of how and under what conditions firms develop appropriate approaches to handle strategic change. Findings Drawing upon structural inertia theory (SIT) and the resource-based view (RBV), the model predicts that firms, regardless of their age and size, are more likely to adopt an ad hoc problem-solving approach to handle change in both highly dynamic and low-dynamic environments. However, in moderately dynamic environments, a dynamic capability-based approach may be more appropriate, depending on which theoretical logic (SIT or RBV) the decision is made. Originality/value The paper builds on the useful distinction made by Winter (2003) in terms of the ways to handle organizational change and extends the recent research on temporary vs sustainable competitive advantages to investigate how firms tackle strategic change within the contexts of both environmental dynamism and organizational attributes.

scholarly journals The Effect of Strategic Human Resource and Knowledge Management on Sustainable Competitive Advantages at Jordanian Universities: The Mediating Role of Organizational Innovation

2021 ◽  
Vol 13 (15) ◽  
pp. 8445
Author(s):  
Fieras Alfawaire ◽  
Tarik Atan
Keyword(s):  
Knowledge Management ◽  
Human Resource ◽  
Organizational Innovation ◽  
Strategic Human Resource Management ◽  
Education Sector ◽  
Competitive Advantages ◽  
Convenience Sample ◽  
Mediating Role ◽  
Private And Public ◽  
Sustainable Competitive Advantages

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.

Using structural equation modelling to assess the sustainable competitive advantages provided by the low-cost carrier model

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vedant Singh ◽  
S. Vaibhav ◽  
Somesh Kr. Sharma
Keyword(s):  
Structural Equation Modelling ◽  
Structural Equation ◽  
Structural Equation Models ◽  
Low Cost ◽  
Future Research ◽  
Competitive Advantages ◽  
Content Type ◽  
Equation Modelling ◽  
Five Factors ◽  
Sustainable Competitive Advantages

PurposeThe purpose of this study is to examine the relationships between the dimensions of sustainable competitive advantages in the Indian low cost airlines.Design/methodology/approachThis study used structural equation modelling methods to identify the factors that significantly affect the sustainable competitive advantages enjoyed by Indian low-cost carriers (LCCs). Specifically, this study is based on the data from 208 airline experts that populate multiple structural equation models.FindingsResults indicate that indigenous efficiency, the LCCs perceptions of threat, dexterity, strategic persuasion and the LCC adopting an enabling role positively affect LCCs’ competitive advantages. These five factors were all correlated with each other. The results also show that relative to an LCC’s dexterity, indigenous efficiency is a stronger predictor of an LCC’s competitive advantages.Originality/valueThis study provides low-cost airlines with valuable information for designing effective strategies for obtaining competitive advantages in the LCC sector. To conclude the paper, the authors offer practical recommendations for managers and suggest some avenues for future research in this area.

Police Knowledge Management Strategy

2014 ◽  
pp. 202-220
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Police Officers ◽  
Management Strategy ◽  
Knowledge Integration ◽  
Crime Reduction ◽  
Crucial Aspect ◽  
Knowledge Management Strategy ◽  
Management Approaches ◽  
Key Aspects

Policing is heavily dependent on information, intelligence, and knowledge. The amount of information police officers come in contact with in the course of their work is often astounding. With a more proactive and preventive approach to crime reduction, police forces have increasingly relied on information and knowledge and associated information technology in terms of knowledge management systems to improve their performance. Accordingly, the management of knowledge is a crucial aspect of police work to promote knowledge development and sharing. This chapter covers key aspects of the police knowledge management strategy, including intelligence for knowledge, management approaches, knowledge integration, knowledge categories, organizational structure, and organizational culture for knowledge management.

External and Internal Knowledge in Organizations

2010 ◽  
pp. 298-307
Author(s):  
Rafael Andreu ◽  
Sandra Sieber
Keyword(s):  
Knowledge Management ◽  
Competitive Advantages ◽  
Learning Trajectories ◽  
Sustainable Competitive Advantages ◽  
Over Time ◽  
Internal Knowledge

In this article we discuss how knowledge and learning contribute to developing sustainable competitive advantages in firms. We argue that effective knowledge management (KM) initiatives for this purpose should support appropriate learning initiatives (which we define in terms of learning trajectories [LTs] of individuals and groups within the firm) in order to ensure that knowledge needs are adequately covered over time.

The Competitive Advantage of Nations 25 years – opening up new perspectives on competitiveness

2015 ◽  
Vol 25 (5) ◽  
pp. 471-481 ◽  
Author(s):  
Örjan Sölvell
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
Content Type ◽  
Long Run ◽  
Diamond Model ◽  
New Perspective ◽  
New Research ◽  
Sustainable Competitive Advantages ◽  
Opening Up

Purpose – The purpose of this study is to analyze how The Competitive Advantage of Nations project led by Professor Michael E. Porter has opened up new perspectives on competitiveness of nations and firms for scholars, practitioners and policymakers. With the publication of The Competitive Advantage of Nations (CAON) book in 1990, Professor Michael E. Porter opened up a whole new perspective on competitiveness and clusters, including both new research avenues and new perspectives for practitioners and politicians. By questioning the traditional, more static and macroeconomic, views on competitiveness, he opened up for a new model of microeconomic drivers of long-run firm competitiveness. The new conceptual model, the Diamond model, pointed to the importance of healthy rivalry and dynamic clusters, in the proximate firm environment, as central to our understanding of how firms build sustainable competitive advantages in global markets. Design/methodology/approach – Literature review and conceptual. Findings – To distinguish between short-term, more static, and long-term, more dynamic competitiveness of firms, and the competitiveness of nations and regions, the paper proposes a conceptualization into three interrelated concepts: competitiveness and innovativeness of firms, and attractiveness of nations and regions. Originality/value – This paper summarizes 40 years of Professor Porter’s seminal research with a focus on the CAON project that began with the 1990 book on The Competitive Advantage of Nations. The paper proposes three interrelated concepts to cover issues of competitiveness: competitiveness (firm’s static advantages), innovativeness (firm’s dynamic advantages) and attractiveness (national/regional advantages).

The Relationships between Project Management and Knowledge Management

2016 ◽  
pp. 2072-2094
Author(s):  
Cláudio Roberto Magalhães Pessoa ◽  
Fabiana Bigão Silva ◽  
Mônica Erichsen Nassif
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Production Line ◽  
Competitive Advantages ◽  
Theoretical Approaches ◽  
New Strategy ◽  
Innovative Products ◽  
Administrative Change ◽  
Sustainable Competitive Advantages ◽  
The Relationship

All companies work nowadays at pursuit of innovation, because that will bring better results. The high demand for innovative products and services has led companies to a permanent state of change, either launching a new product or improving the current, enhancing or changing production line, or making administrative change. According to Davenport and Prusak (1998), organizations recognize that knowledge is the only source capable of generating sustainable competitive advantages. Gattoni (2000) corroborates the authors defending that enterprise knowledge management becomes a new strategy to be matured in terms of competitive gains in projects. Models and theoretical approaches show that the relationship between project management, and information and knowledge management generates significant improvements to organizations. This chapter makes a link of both themes aimed at significant improvements in the organization.

The Relationships between Project Management and Knowledge Management

2015 ◽  
pp. 114-136
Author(s):  
Cláudio Roberto Magalhães Pessoa ◽  
Fabiana Bigão Silva ◽  
Mônica Erichsen Nassif
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Production Line ◽  
Competitive Advantages ◽  
Theoretical Approaches ◽  
New Strategy ◽  
Innovative Products ◽  
Administrative Change ◽  
Sustainable Competitive Advantages ◽  
The Relationship

All companies work nowadays at pursuit of innovation, because that will bring better results. The high demand for innovative products and services has led companies to a permanent state of change, either launching a new product or improving the current, enhancing or changing production line, or making administrative change. According to Davenport and Prusak (1998), organizations recognize that knowledge is the only source capable of generating sustainable competitive advantages. Gattoni (2000) corroborates the authors defending that enterprise knowledge management becomes a new strategy to be matured in terms of competitive gains in projects. Models and theoretical approaches show that the relationship between project management, and information and knowledge management generates significant improvements to organizations. This chapter makes a link of both themes aimed at significant improvements in the organization.

The power of impossible

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alexandre Asselineau ◽  
Gilles Grolleau
Keyword(s):  
Competitive Advantage ◽  
Mental Model ◽  
Design Methodology ◽  
Competitive Advantages ◽  
Content Type ◽  
Inappropriate Use ◽  
The World ◽  
Sustainable Competitive Advantages ◽  
Practical Implications ◽  
A Current

Purpose Labeling something as “impossible” can be performative and deprive businesses from promising ideas, by activating limiting mental models and self-fulfilling prophecies. Adopting an “everything may be(come) possible” thinking as the default option can lead businesses to discover unexpected and valuable directions and make the world a better place. This paper aims to propose practical insights to harness the power of “impossible” thinking such as considering impossibility as a current and temporary state, adopting an unconventional mindset and redirecting the reflection on what is needed to make the idea possible. Falling in love with any impossible target is obviously not without downsides. Design/methodology/approach This paper discusses conceptually how adopting an impossible thinking approach can help business to discover unexpected and valuable directions. Findings The authors caution managers on the inappropriate use of the “impossible” label that can be performative, activate a limiting mental model, lead to a self-fulfilling prophecy and deprive businesses from promising ideas. This paper proposes ways by which the power of impossible thinking can be harnessed to make a difference. Research limitations/implications Discarding impossible ideas seems perfectly justified from a logical or cultural viewpoint while constituting simultaneously a bad decision from a business viewpoint. The generalization of authors’ insight must be undertaken with caution, given that harnessing the power of impossible does not mean to fall in love with any impossible idea. Practical implications Learning to not neglect seemingly impossible options and sometimes to reveal them can lead to sustainable competitive advantages. Social implications While generating a competitive advantage for the concerned companies, implementing impossible ideas can also contribute to make the world a better place. Originality/value The authors identify some mechanisms that can make impossible thinking beneficial and profitable for companies. These insights can help managers to nurture an environment that facilitates the emergence of pathbreaking advances.

Optimizing faculty talents through identifying entrepreneurial champions: an ELECTRE IV approach

2020 ◽  
Vol 58 (11) ◽  
pp. 2527-2541
Author(s):  
Sumaya Al-Abbasi ◽  
Hatem Masri
Keyword(s):  
Design Methodology ◽  
Competitive Advantages ◽  
Dominant Culture ◽  
Content Type ◽  
Future Goals ◽  
Resource Needs ◽  
Strategic Goals ◽  
The Right ◽  
Sustainable Competitive Advantages

PurposeThe rapid increase in higher education institutions (HEIs) can affect the provision of quality education especially when there are no clear integrated objectives to serve the overall HEI as well as the lack of management related to human resource needs. The quality of HEIs relies on the performance of their employees who are considered as one of the most important resources. Several studies demonstrated that the concept of talent management is not well defined for HEIs and considered it as a new study; however, researchers emphasized on its importance to improve the employees' performance and to achieve sustainable competitive advantages. The main aim of this paper is to propose a faculty equity framework for talent optimization in HEIs to help these institutions to recruit the right people, manage and motivate them to achieve their future goals and serve the best quality.Design/methodology/approachThe faculty equity framework criteria are derived from the standards of national and international quality assurance and accreditation agencies which are grouped into three categories: alignment, capabilities and engagement. These criteria are used to outrank faculties and determine the entrepreneurial champions. As the framework does not require setting weights for these criteria, the authors propose to adapt the ELECTRE IV to outrank faculties.FindingsThe proposed framework has given faculty a chance to assimilate the HEI dominant culture and guidance to improve their performance through comparing themselves to entrepreneurial champions who are better aligned, capable and engaged. Also, the framework offers the HEI an opportunity to effectively retain talents and achieve maximized outcomes.Originality/valueThis research provides HEIs with a practical guide on how to enhance practices, policies and strategies regarding their human capital in order to achieve their missions and strategic goals.

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