scholarly journals Some Consideration On Knowledge Management Implication On Organization’s Competitiveness

2015 ◽  
Vol 66 (1) ◽  
pp. 41-46
Author(s):  
Anca Draghici ◽  
Marius Areta Ciortan ◽  
Claudia Florea
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Global Economy ◽  
Core Competencies ◽  
Active Role ◽  
Computing Power ◽  
Know How ◽  
The Core ◽  
Management Implication ◽  
Post Industrial

Abstract The research described in this paper has been focused on two objectives: to debate the knowledge management’s active role for organizations competitive advantage and to describe information technology’s capabilities in leveraging the knowledge worker’s competencies. For the purposes of this article, competitive advantage is perceived as a strength that provides a market advantage relative to a competitor. Often competitive advantage is related to the core competencies of the organisation, which are frequently based on implicit know-how or tacit knowledge. This intangible, unstructured knowledge is difficult to manage; consequently management has ignored it when designing business strategy. However, the increased competitive pressures of the post-industrial global economy and the exponential advances in computing power have increased management’s interest in knowledge as a sustainable source of competitive advantage.

scholarly journals The Influence of Core Technology Capability of High-Tech Industry on Sustainable Competitive Advantage

2021 ◽  
Vol 2021 ◽  
pp. 1-10
Author(s):  
Xi Liu ◽  
Shuai Yang
Keyword(s):  
Competitive Advantage ◽  
Organizational Innovation ◽  
Core Competencies ◽  
Theoretical Research ◽  
High Tech ◽  
Sustainable Competitive Advantage ◽  
Technological Capabilities ◽  
High Tech Industry ◽  
The Core ◽  
The Impact

In order to explore how the core technological capabilities of the high-tech industry affect the sustainable competitive advantage of an enterprise, by consulting a large number of literature studies on sustainable competition, the characteristics of high-tech enterprises were summarized through analysis and sorting and a sustainable competition model was proposed based on market, management, marketing, strategy, and organizational innovation. Through factor analysis, correlation analysis, and structural equations of 266 survey data of related companies, the effectiveness of the model based on the impact of core capabilities of high-tech companies on sustainable competitive advantage was confirmed. The results show that the core competencies of high-tech enterprises’ market recognition, strategic planning, management and operation, full-person marketing, and dynamic marketing directly affect the company’s sustainable competitive advantage. The most important influence on a company’s sustainable competitive advantage is market awareness, and the organizational innovation of the company can also influence the sustainable competitive advantage indirectly, while dynamic marketing can increase the other four capabilities to improve the sustainable competitive advantage of the enterprise. The theoretical model is established to identify the core technological capabilities of high-tech enterprises that can help enterprises effectively identify the core technological capabilities that can form a sustainable competitive advantage and then provide ideas for enterprises to build theoretical research on core technological capabilities.

Relating IS Infrastructure to Core Competencies and Competitive Advantage

2002 ◽  
pp. 53-72
Author(s):  
Terry Anthony Byrd
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Research Literature ◽  
Time To Market ◽  
The Core ◽  
Sustained Competitive Advantage ◽  
It Resources ◽  
The Relationship

The value of information technology (IT) in today’s organizations is constantly debated. Researchers and practitioners have examined organizations to try to discover causal links between competitive advantage and IT. This paper presents and details a model that depicts a possible connection between competitive advantage and IT. Furthermore, this paper attempts to show how one major component of the overall IT resources, the information systems (IS) infrastructure, might yield sustained competitive advantage for an organization. More precisely, IS infrastructure flexibility is examined as an enabler of “core competencies” that have been closely related to sustained competitive advantage in the research literature. The core competencies enabled by IT that are the focus of this study are mass customization and time-to-market. By showing that IS infrastructure flexibility acts as an enabler of these competencies, the relationship to sustained competitive advantage is demonstrated.

A Dynamic Ability-Based View of the Organization

2011 ◽  
Vol 7 (2) ◽  
pp. 86-101 ◽  
Author(s):  
Farley Simon Nobre ◽  
David S. Walker
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Dynamic Behavior ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Collective Knowledge ◽  
The Core ◽  
Core Ability ◽  
Micro Foundations

This paper investigates theoretical micro-foundations of core competencies in the organization that pursues sustainable competitive advantage. It advocates that there is a lack of literature perspectives which can explain the sources of core competencies of the firm. This research raises questions on: What are the main sources of creation and sustenance of core competencies? What are the abilities which nourish the development of operational and dynamic capabilities? What is the main source of collective knowledge in the organization? This work answers these questions by proposing a dynamic ability-based view of the organization which contributes to explaining the dynamic behavior of the firm in the pursuit of sustainable competitive advantage. Cognition is the core ability which supports individuals, groups, and organizations with intelligence, autonomy, learning, and knowledge management. These concepts form the set of organizational abilities in this research.

Career Management and Human Resource Development of a Global, Diverse Workforce

2016 ◽  
pp. 1627-1653
Author(s):  
Gyongyi Konyu-Fogel
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Global Economy ◽  
Core Competencies ◽  
Resource Development ◽  
Career Management ◽  
Diverse Workforce ◽  
Global Workforce ◽  
Recent Trends

Career management and human resource development that focus on developing long-term capabilities within the organization are crucial to build core competencies and competitive advantage in a global environment. This chapter examines career management and human resource development factors of global competencies in management and leadership. Recent trends and research indicate that successful career management systems utilize organizational practices, processes, and people with capabilities for proactive decision making, information sharing, analysis, critical thinking, problem solving, teamwork, and innovation. Career management in a fast-changing environment must include continuous learning, cross-cultural and social understanding, communication skills, ability to differentiate and integrate information, tolerance for uncertainty and ambiguity, positive attitude, and openness to learning new things. Human resource development in a global economy should include global understanding and competencies necessary for managing a global workforce. The author discusses trends and best practices of 21st century leadership for developing capabilities for competitive advantage through human resources.

Developing and Analysing Core Competencies for Alignment with Strategy

2011 ◽  
pp. 149-162
Author(s):  
Keith Sawyer ◽  
John Gammack
Keyword(s):  
Corporate Strategy ◽  
Core Competencies ◽  
Actionable Knowledge ◽  
Know How ◽  
The Core ◽  
Knowledge Strategy ◽  
Methods And Techniques ◽  
Proven Method ◽  
Clear Description

Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on what a knowledge strategy looks like and how it may be practically implemented. We argue that current methods and techniques to accomplish this alignment are severely limited, showing no clear description on how the alignment can be achieved. Core competencies, embodying an organisation’s practical know-how, are also rarely linked explicitly to actionable knowledge strategy. Viewing knowledge embedded in core competencies as a strategic asset, the paper uses a case study to show how a company’s core competencies were articulated and verified for either inclusion or exclusion in the strategy. The study is representative of similar studies carried out across a range of organisations using a novel and practically proven method. This method, StratAchieve, was used here in a client situation to show how the core competencies were identified and tested for incorporation or not in the strategy. The paper concludes by considering the value of the approach for managing knowledge.

Developing and Analysing Core Competencies for Alignment with Strategy

2011 ◽  
pp. 282-295
Author(s):  
Keith Sawyer ◽  
John Gammack
Keyword(s):  
Corporate Strategy ◽  
Core Competencies ◽  
Actionable Knowledge ◽  
Know How ◽  
The Core ◽  
Knowledge Strategy ◽  
Methods And Techniques ◽  
Proven Method ◽  
Clear Description

Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on what a knowledge strategy looks like and how it may be practically implemented. We argue that current methods and techniques to accomplish this alignment are severely limited, showing no clear description on how the alignment can be achieved. Core competencies, embodying an organisation’s practical know-how, are also rarely linked explicitly to actionable knowledge strategy. Viewing knowledge embedded in core competencies as a strategic asset, the paper uses a case study to show how a company’s core competencies were articulated and verified for either inclusion or exclusion in the strategy. The study is representative of similar studies carried out across a range of organisations using a novel and practically proven method. This method, StratAchieve, was used here in a client situation to show how the core competencies were identified and tested for incorporation or not in the strategy. The paper concludes by considering the value of the approach for managing knowledge.

Career Management and Human Resource Development of a Global, Diverse Workforce

2015 ◽  
pp. 80-104 ◽  
Author(s):  
Gyongyi Konyu-Fogel
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Global Economy ◽  
Core Competencies ◽  
Resource Development ◽  
Career Management ◽  
Diverse Workforce ◽  
Global Workforce ◽  
Recent Trends

Career management and human resource development that focus on developing long-term capabilities within the organization are crucial to build core competencies and competitive advantage in a global environment. This chapter examines career management and human resource development factors of global competencies in management and leadership. Recent trends and research indicate that successful career management systems utilize organizational practices, processes, and people with capabilities for proactive decision making, information sharing, analysis, critical thinking, problem solving, teamwork, and innovation. Career management in a fast-changing environment must include continuous learning, cross-cultural and social understanding, communication skills, ability to differentiate and integrate information, tolerance for uncertainty and ambiguity, positive attitude, and openness to learning new things. Human resource development in a global economy should include global understanding and competencies necessary for managing a global workforce. The author discusses trends and best practices of 21st century leadership for developing capabilities for competitive advantage through human resources.

Challenge and Complexity of Virtual Team Management

2014 ◽  
pp. 109-120
Author(s):  
Edward T. Chen
Keyword(s):  
Competitive Advantage ◽  
Virtual Teams ◽  
Business Strategy ◽  
Global Economy ◽  
Business Processes ◽  
Low Cost ◽  
Cost Effective ◽  
Business Leaders ◽  
Talent Pool ◽  
Effective Manner

To thrive in our global economy, businesses must continually seek ways to maintain a competitive advantage by supplying the market with innovative and effective products and services. To do this, barriers of space and time must be overcome, conventional business processes must be enhanced, and customer demand must be promptly answered by high-quality, low-cost, or value-based products and services. One way for companies to meet these fast-paced market demands is by utilizing virtual teams. With virtual teams, companies can expand their talent pool beyond geographical barriers. Furthermore, they can incorporate a follow-the-sun process in their business strategy. Combined, this leveraged approach can better position companies to meet market demands in a more timely and cost-effective manner. However, to achieve this competitive advantage, business leaders must thoroughly understand the challenges associated with developing and managing virtual teams. This research chapter examines the reasons for utilizing virtual teams, challenges that stem from diversity, structural and behavioral characteristics, and managerial considerations for effective leadership, supporting technologies, best practices, and future implications.

scholarly journals IMPLEMENTASI KOMPETENSI INTI SATU DAN DUA KURIKULUM 2013 DALAM PEMBELAJARAN BAHASA INDONESIA SISWA KELAS VIII SMPN 1 KECAMATAN PONDOK KELAPA KABUPATEN BENGKULU TENGAH TAHUN PELAJARAN 2016/2017

2019 ◽  
Vol 1 (1) ◽  
pp. 107-117
Author(s):  
Riyansa Riyansa ◽  
Ria Ariesta ◽  
Padi Utomo
Keyword(s):  
Core Competencies ◽  
Active Role ◽  
The Elderly ◽  
The Core ◽  
Collection Data ◽  
School Rules ◽  
Class Viii ◽  
The Subject ◽  
Verification Test ◽  
The Core Competence

The purpose of this study is to describe the implementation of the core competencies one and two Curriculum 2013 in learning Indonesian students class VIII SMPN 1 Kecamatan Pondok Kelapa Central Bengkulu District Lessons 2016/2017. The method used in this research is descriptive qualitative method. The subject of this research is one Indonesian teacher who teaches in class VIII SMPN 1 Kecamatan Pondok Kelapa, Central Bengkulu Regency. Technique of collecting data using observation and interview. Data analysis techniques used are Miles and Huberman which includes data collection, data reduction, data presentation, and data verification. Test the validity of the data using credibility test conducted by triangulation. The results showed that the teacher has implemented the core competence of one / spiritual attitude through the activity of saying and responding greetings, praying together, performing the prayers at school and keeping the environment around the school. While the two core competencies / social attitudes are integrated through group learning activities, not cheating or plagiarism, speaking honestly, working on and collecting tasks on time, obeying school rules, performing individual duties well, daring to perform in class, be responsible and accept The risks of action, respect for the elderly, not forcing opinions, helping each other to achieve mutual success, taking an active role, asking, answering, not despairing, daring to accept others politely and politely fellow.

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