Barriers, practices, methods and knowledge management tools in startups

2019 ◽  
Vol 23 (9) ◽  
pp. 1838-1856 ◽  
Author(s):  
Fábio Lotti Oliva ◽  
Masaaki Kotabe
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Field Research ◽  
Business Environment ◽  
Exploratory Research ◽  
Management Tools ◽  
Content Type ◽  
Development Level ◽  
Agile Organization ◽  
Knowledge Management Tools

Purpose The purpose of this paper is to present the main barriers, practices, methods and knowledge management tools in startups that are characterized as agile organizations with dynamic capabilities to meet the demands of a business environment of high volatility, uncertainties, complexity and ambiguity. Design/methodology/approach The conceptual basis of the research focused on the triad: agile organization, dynamic capabilities and knowledge management. Field research began by interviewing experts to identify the barriers, practices, methods and knowledge management tools in startups. Based on the theoretical review, on the desk research and on the result of interviews with experts, a quantitative research was carried out with the leading startups coworking of São Paulo city. The obtained data made it possible to develop descriptive analyses and run linear regressions and cluster analysis for exploratory research. Findings Startups with higher maturity in innovation level, solution development level, and scalability development level, present a higher degree of utilization of the practices, methods and tools dedicated to knowledge management. Practical implications It is expected that results of the research presented in detail will be able to illustrate concrete examples of practices, methods, and knowledge management tools for large established companies seeking the organizational agility of startups. Originality/value This study contributes to the identification of barriers, practices, methods and tools of management of knowledge in startups, through the conceptual triad: agile organization, dynamic capabilities and knowledge management.

Can return on investment in knowledge management initiatives in organizations be measured?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maayan Nakash ◽  
Dan Bouhnik
Keyword(s):  
Knowledge Management ◽  
Return On Investment ◽  
Objective Assessment ◽  
Business Environment ◽  
Performance Measure ◽  
Research Approach ◽  
High Status ◽  
Theory Approach ◽  
Exploratory Research ◽  
Content Type

PurposeThis paper focuses on the meanings attributed to the measurement of return on investment (ROI) in knowledge management (KM) initiatives in knowledge-intensive organizations. At the heart of this exploratory research is the introduction of a unique coherent perspective of discipline experts regarding the ROI metric, as part of their perception of assessing effectiveness in this field.Design/methodology/approachThe research begins with in-depth semi-structured personal interviews and continues with focus groups, as part of a qualitative research paradigm. The data were analyzed using a thematic analysis method, based on the grounded theory approach.FindingsThe findings provide empirical evidence regarding the significant challenges associated with the objective assessment of KM performance, which is deeply rooted in numerical-financial values. Despite the high status of ROI in the business environment, the authors find that decision-makers surprisingly avoid evaluating ROI for the most important resource of the organization, notwithstanding the immeasurable hopes that depend on this performance measure and the expectation of establishing the profitability of investment in organizational KM.Originality/valueThe uniqueness of this research is the adoption of the skeptical-critical research approach. For the first time, the authors interrogate the suitability and relevance of the general model of the ROI metric as a means of proving the value and contribution of well-managed knowledge to organizations. The authors call for adoption of a new integrative perspective for evaluating effectiveness, which will reflect the holistic set of KM in organizations.

eLearning within the Community of Practice for sustainable development

2018 ◽  
Vol 8 (3) ◽  
pp. 312-322 ◽  
Author(s):  
Ihor Katernyak ◽  
Viktoriya Loboda ◽  
Maryana Kulya
Keyword(s):  
Sustainable Development ◽  
Knowledge Management ◽  
Project Management ◽  
Learning Environment ◽  
Community Of Practice ◽  
Learning Strategies ◽  
Local Development ◽  
Management Tools ◽  
Content Type ◽  
Knowledge Management Tools

Purpose The purpose of this paper is to demonstrate how the use of two knowledge management tools – eLearning and Community of Practice (CoP) – promotes the culture of managing by projects in public organizations toward achieving Sustainable Development Goals. Design/methodology/approach The paper presents three learning strategies for organizing eLearning in CoP, tailored e-course curriculum in Project Management for Local Development within the “4A” model (attention, actualization, attraction, action), with focus on learners’ feelings and emotions used for designing the eLearning process. Findings Every fourth learner was in the state of flow during the e-course, 70 percent of learners felt the state of arousal at certain moment of learning, and about 65 percent felt in control of knowledge they could apply. Practical implications This study bridges the gap between theory and practice by demonstrating synergistic effect of two knowledge management tools (e-learning and CoP) and proves the selection of learning strategies. Social implications Every year, about 1,000 public sector representatives and community leaders join the virtual CoP to study expertise, improve own practice, find new ideas and promote the culture of managing by projects for sustainable development. Originality/value The presented case shows eLearning implementation in the context of CoP, e-course curriculum “Project Management for Local Development,” and learning strategies aimed at constructing knowledge in competitive learning environment, applying new knowledge in practice in experiential learning environment and supporting affective and social learners’ behavior. The presented mental states are used as criteria for monitoring the learners’ emotional involvement in the e-course in different roles.

The integration between knowledge management and dynamic capabilities in agile organizations

2019 ◽  
Vol 57 (8) ◽  
pp. 1960-1979 ◽  
Author(s):  
Fábio Lotti Oliva ◽  
Marcelo Henrique Gomes Couto ◽  
Ricardo Fernandes Santos ◽  
Stefano Bresciani
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Single Case ◽  
Structured Interviews ◽  
Content Type ◽  
Management By Objectives ◽  
Enterprise Risk ◽  
Proposed Model ◽  
Agile Organization

Purpose The purpose of this paper is to describe and analyze how the integration between knowledge management and dynamic capabilities in contexts that demand organizational agility contributes to the management by objectives. Design/methodology/approach To achieve the proposed objective, the present paper adopts the single case study in the startup Effecti. For data collection, semi-structured interviews were carried out, analyzed a posteriori through the technique of content analysis. From the loads of evidence observed, a model was presented that consists of different management theories and that guides the management by objectives process of a startup. Findings The proposed model proves to be able to describe the modus operandi of a startup and enables it to develop the cycles of testing, measurement and seizure of knowledge, largely stimulated and inherent to the creation process of new businesses in dynamic and uncertain contexts. Practical implications It is expected that the research results presented in details can illustrate concrete examples of application of the main concepts: agile organization, dynamic capabilities, knowledge management, performance assessment, enterprise risk management and management by objectives. Originality/value The originality of this study is focused on the integration of conceptual triad and its application in the case study of a startup: agile organization, dynamic capabilities and knowledge management.

Entrepreneurial orientation, knowledge management, dynamic capabilities towards e-commerce adoption of SMEs in Indonesia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Dharma Tuah Putra Nasution ◽  
Ahmad Rafiki ◽  
Adelina Lubis ◽  
Yossie Rossanty
Keyword(s):  
Knowledge Management ◽  
Risk Taking ◽  
Significant Relationship ◽  
Entrepreneurial Orientation ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Quantitative Methodology ◽  
Cross Sectional Survey ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to examine the dimensions of entrepreneurial orientation (EO), knowledge management process (KMP) and dynamic capability (DC) toward the adoption of electronic commerce (e-commerce) of small and medium enterprises (SMEs) in North Sumatera. Design/methodology/approach This study used a quantitative methodology using Smart PLS of structural equation model. A survey is done by distributing the questionnaires to the respondents (owner-managers) of SMEs across sectors. Using a convenient sampling technique, 131 respondents were selected. Using a cross-sectional survey design, 11 hypotheses were tested. Findings It is found that both innovativeness and proactiveness of EO have a significant relationship with e-commerce adoption (EA), while the risk-taking of EO is found as insignificant. Both risk-taking and proactiveness of EO are significantly related to KMP, but innovation of EO is found to be insignificant. Moreover, KMP significantly mediates the relationship between risk-taking and proactiveness of EO and EA, while KMP insignificantly mediates the relationship between innovativeness of EO and EA. Finally, it is found that DC has a significant relationship in EA. Originality/value By using the resource based-theory, the study on the decision of EA by SMEs is conducted which focuses on a number of internal and external factors influencing the adoption decision. This differs from other studies using theories of the technological, organizational and environmental, theory of acceptance and use of technology, theory of planned behavior, theory of reasoned action and others which emphasized on the implementation and usage of EA.

Developing a model for supply chain agility and innovativeness to enhance firms’ competitive advantage

2019 ◽  
Vol 57 (7) ◽  
pp. 1511-1534 ◽  
Author(s):  
Chih-Jou Chen
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Business Environment ◽  
Structural Equations ◽  
Survey Method ◽  
Content Type ◽  
Supply Chain Agility ◽  
It Integration ◽  
The Impact

Purpose Developing agility and innovativeness as dynamic capabilities are important for firms to sustain their competitive advantage in today’s global economy. The purpose of this paper is to develop and empirically test a framework to investigate how the supply chain agility and innovativeness are achieved through IT integration and trust in members of supply chain and how these, in turn, can enhance firms’ competitive advantage. Design/methodology/approach This research employs a survey method and data are collected from senior managers working in the supply chain or IT area. The model and hypotheses are tested utilizing data from 204 usable Taiwan manufacturing firms via structural equations modeling methodology. Findings The study demonstrates that both IT integration and trust in supply chain members significantly enhance supply chain agility and innovativeness, which in turn positively affect firm’s competitive advantage. The results indicate that IT integration and trust are antecedents and major joint partnership resources for improving supply chain agility and innovativeness. Research limitations/implications Data are collected from manufacturing industry in Taiwan and single respondent from each firm, the generalizability of current findings to other industries or countries should require additional investigation. Practical implications The study suggests that a firm should focus on IT integration and trust in supply chain members to achieve supply chain agility and innovativeness. To take advantage of supply chain agility and innovativeness, through maximizing firm’s competitive advantage, firms should continually adapt to the fast changing business environment and search for creative ways to satisfy new market needs. Originality/value Given the attention paid to supply chain agility and innovativeness in terms of importance to responding to business uncertainty and competitiveness, and more recently, as important capabilities in managing supply chain management, this paper investigates how IT integration and trust can contribute to supply chain agility and innovativeness. Provide evidence regarding the impact of IT integration and trust on agility of supply chains, innovativeness and competitive advantage.

scholarly journals Small and Medium Enterprises in Mexico and the Craft Beer Sector in Baja California: Dynamic Capabilities, Culture, and Innovation

2022 ◽  
Vol 7 (1) ◽  
pp. 166-203
Author(s):  
Araceli Almaraz
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Baja California ◽  
Small And Medium Enterprises ◽  
Symbolic Capital ◽  
Business Environment ◽  
Capabilities Approach ◽  
Theoretical Frameworks ◽  
Craft Beer ◽  
Medium Enterprises

This article studies how Small and Medium Enterprises (SMEs) operating in emerging economies implement adaptative strategies to respond to constant changes in demand and global uncertainties, such as those stemming from the current SARS-COV2 pandemic. In this study the knowledge management capabilities used by SMEs in the craft beer sector in a region of northern Mexico are the focus of analysis. The objective is to present the competitive capabilities that craft beer sector has demonstrated in Baja California region and how small companies compete with the national industrial brewery and survive. Sources are data from a sample of companies and interviews with brewery owners, with which the analysis approaches, also, the Baja California business environment. The article highlights the routes of creativity, innovation, and symbolic capital of the companies in the region, and uses ideas from dynamic capabilities and knowledge management theoretical frameworks, to understand the craft brewery milieu. The conclusions in this article include the confirmation about the usefulness of these analytical frameworks based in the capabilities approach and the territorial knowledge. Also, the description of the existence of a complex Baja Californian milieu, where a multimodal scheme of craft beer characterized by different places of distribution and types of beer container, food-districts, at Mexicali, Tijuana, and Ensenada and a second generation of entrepreneur groups leading local business, is identified.

scholarly journals KM Tools : Making Connections

2021 ◽  
Author(s):  
Keyword(s):  
Knowledge Management ◽  
Research And Development ◽  
Knowledge Base ◽  
Development Programs ◽  
Engineer Research ◽  
Management Tools ◽  
Experimental Knowledge ◽  
Development Center ◽  
Knowledge Management Tools ◽  
The U.S

Knowledge management is vital to successfully executing research and development programs within the U.S. Army Engineer Research and Development Center (ERDC). Experimental knowledge management initiatives over the years led to discoveries about the best ways to store and access ERDC’s vast knowledge base. This document highlights several of the effective knowledge management tools that evolved from these discoveries, helping you to find and share knowledge!

Managing Requirements Elicitation Knowledge using a Spatial Hypertext Wiki

2011 ◽  
pp. 68-83
Author(s):  
Carlos Solis ◽  
Nour Ali
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Requirements Elicitation ◽  
Conversion Process ◽  
Management Tools ◽  
Prioritization Process ◽  
Knowledge Types ◽  
Requirements Negotiation ◽  
Knowledge Management Tools

Wikis have been widely used as knowledge management tools. However, most of them do not support the conversion process of knowledge in an appropriate way. Specifically, they do not support brainstorming and creativity techniques, which are needed to convert tacit knowledge into explicit. This chapter presents how a wiki tool called the Spatial Hypertext Wiki (ShyWiki) can be used for supporting collaborative requirements elicitation following the knowledge creation spiral of Nonaka. The knowledge conversions in the spiral (socialization, externalization, combination, and internalization) and the knowledge types in each conversion are related to different activities in requirements elicitation, which can be performed through ShyWiki. ShyWiki allows stakeholders to collaborate by creating, brainstorming, structuring and reorganizing requirements contained in notes. In this way, the requirements negotiation and prioritization process can be done through the wiki pages which are seen as virtual boards that hold hypertext notes.

A Knowledge Strategy Oriented Framework for Classifying Knowledge Management Tools

2009 ◽  
pp. 1-16
Author(s):  
Gianluca Elia
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Management Strategy ◽  
General Framework ◽  
Knowledge Management System ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Implementation Phase ◽  
Knowledge Strategy ◽  
Knowledge Management Tools

Many classifications and taxonomies of knowledge management tools highlight mainly specific characteristics and features of a single tool, by ignoring the holistic and systematic dimension of the classification, and the explicit elements of linking with the knowledge management strategy. This chapter aims at proposing a general framework that integrates the technological side of knowledge management with the strategic one. Thus, this framework could represent a powerful instrument to guide knowledge engineers in the implementation phase of a knowledge management system, coherently with strategical choices for knowledge management. Chapter is articulated in two main parts: the first one is focused on reminding some relevant approaches to knowledge management (Hoffmann 2001; Skyrme 2000; Ruggles 1997; Radding 1998; Maier 2002); the second part presents the framework, with a detailed description of its components.

Intelligent Agents for Knowledge Management in E-Commerce

2011 ◽  
pp. 989-1001
Author(s):  
Athanasia Pouloudi ◽  
Vlatka Hlupic ◽  
George Rzevski
Keyword(s):  
Knowledge Management ◽  
Intelligent Agents ◽  
Intelligent Systems ◽  
Business Performance ◽  
Information Technologies ◽  
Business Environment ◽  
Management Approach ◽  
Transfer Of Knowledge ◽  
Management Tools ◽  
New Business

E-commerce has become a key aspect of the global business environment, causing fundamental changes in markets and organisational structures. This chapter considers how knowledge management, the latest management approach aimed at improving business performance, can create new business opportunities in the new business environment that is defined by electronic commerce. Knowledge management deals with the systematic generation, codification and transfer of knowledge and can be supported by a number of technologies, known as knowledge management tools. It has been argued that intelligent systems can offer additional capabilities and advantages in comparison with more traditional information technologies. This chapter investigates the potential of intelligent agent-based software for more effective knowledge management in the context of e-commerce, adopting the perspective of an SME involved in development of intelligent agents-based knowledge management software. The chapter concludes with a research agenda for knowledge management research in e-commerce.

Sign in / Sign up

Export Citation Format

Share Document