Knowledge Management Model Leading to Intellectual Capital in Telecommunication Industry

2018 ◽  
Author(s):  
Dhanyaras Pettigrew ◽  
Supatta Pinthapataya ◽  
Teravuti Boonyasopon ◽  
Wichien Ketsingha
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Model ◽  
Telecommunication Industry

scholarly journals THE UNIVERSAL MODEL OF KNOWLEDGE MANAGEMENT OF CORPORATIONS

2020 ◽  
Vol 134 (6) ◽  
pp. 36-46
Author(s):  
BUSARIEVA Tatiana
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Knowledge Economy ◽  
Quantitative Assessment ◽  
Knowledge Management System ◽  
Management Model ◽  
Limited Resources ◽  
Universal Model

The components of the universal model of knowledge management of TNCs are considered and human, structural, innovative capital and capital of relations are characte­rized. Measurements of intellectual capital and sources of its quantitative assessment in the context of knowledge management are analyzed. It is proved that in the conditions of the for­mation of the knowledge economy and limited resources, the possibility of introducing a knowledge management system in an organization is its main competitive advantage. The role of the knowledge management model in ensuring the effectiveness of TNCs is established.

Customer Knowledge Management (CKM) Practices in the Telecommunication Industry in Bangladesh

2017 ◽  
Vol 9 (2) ◽  
pp. 46-70 ◽  
Author(s):  
Mohammad Fateh Ali Khan Panni ◽  
Naimul Hoque
Keyword(s):  
Knowledge Management ◽  
Group Discussion ◽  
Telecommunication Industry ◽  
Telecommunication Sector ◽  
Customer Knowledge ◽  
Customer Knowledge Management ◽  
Telecommunication Companies ◽  
Quantitative Results ◽  
Modern Knowledge ◽  
Innovative Concept

Customer Knowledge Management (CKM) has become buzzword in modern knowledge driven society. As an innovative concept the study has attempted to find out the level of orientation of CKM practices in telecommunication sector in a developing country like Bangladesh through data and methodology triangulation approach. In the first phase of the study, quantitative technique has been used where data has been collected from 42 employees from major telecommunication companies such as Grameen Phone (GP), Banglalink, Robi, Airtel and Teletalk. In order to find out the details explanation of the quantitative results, an extensive open-ended survey has been conducted on experienced mid-level employees. In the last phase of the study, a Focus Group Discussion (FGD) was conducted on selected knowledgeable educated customers to cross check the results derived from the corporate people in order to ensure the reliability of the study.

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.

Sign in / Sign up

Export Citation Format

Share Document