Progressions In Corporate Sustainable Development: Knowledge Management Capabilities In Process Management Practices

2020 ◽  
Author(s):  
Charis Samuel Solomon Koilpillai
Keyword(s):  
Sustainable Development ◽  
Knowledge Management ◽  
Process Management ◽  
Management Practices ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

scholarly journals The performance implications of knowledge management and strategic alignment of MNC subsidiaries

2019 ◽  
Vol 23 (8) ◽  
pp. 1477-1501 ◽  
Author(s):  
Marina Dabic ◽  
Timothy Kiessling
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Developed Countries ◽  
Strategic Orientation ◽  
Self Report ◽  
Strategic Choices ◽  
Content Type ◽  
Strategic Orientations ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Purpose The purpose of this paper was to investigate antecedents and results of strategic choices of multinational corporation (MNC) subsidiaries in Croatia economy. Hence, the authors examined knowledge management and its association with performance. Additionally, they explored which of the strategies will be most likely chosen by subsidiaries in transitional economies that are characterized by market volatility and uncertainty. Design/methodology/approach Data were collected from a survey of 131 MNC subsidiaries operating in Croatia. To test the theoretical correlation between knowledge management capabilities and strategic orientation, the authors used the ANCOVA method and controlled for industry, years in international business and firm size. Findings The results pointed out the recognized necessities for a specific alignment between environment, strategy and knowledge management capabilities. The findings also suggest that there is a positive relationship between knowledge management and performance. Research limitations/implications As with most of the research, this paper has limitations. First, all data were collected using self-report surveys raising the possibility of response set biases. Additionally, all data were collected at one point in one country specifically in Croatia. Practical implications Clearly, there is substantial interaction between the MNC subsidiary’s environment and the MNC subsidiary’s strategic orientation. Most notably, the environment studied here was at the competitive and consumer market level. Firms need to develop a strategic plan for knowledge management based upon the local environmental influences. Social implications Other firms from Central and Eastern European and developed countries may compare their own environment, strategy and knowledge management practices in MNCs with findings from Croatia to be aware of similarities and market differences. Originality/value The strategic employment of knowledge acquisition, conversion and application are examined across firms using the Prospector, Analyzer, Defender and Reactor strategic orientations.

scholarly journals THE COMMERCIALISATION OF KNOWLEDGE MANAGEMENT PRACTICES TO K-BASED DEVELOPMENT IN MALAYSIA

2008 ◽  
Author(s):  
Raja Suzana Raja Kasim
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Corporate Strategy ◽  
Consumer Products ◽  
Service Industries ◽  
Knowledge Based ◽  
Initial Move ◽  
Knowledge Management Practices ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

This paper studies the connection between the commercialization of knowledge management practices and its contributions toward the knowledge-based development in Malaysia. Theoretical relations in this paper were tested through an empirical study carried out among public-listed organisations in the industrial products, consumer products, and service industries in Malaysia. The findings of this paper revealed that it is important for corporations to focus on knowledge management in the development of the organisation’s corporate strategy. Empirical evidence supported the view that firms with knowledge management capabilities and understanding will utilise these capabilities to drive their quality strategy, thus performing better than those that do not. In addition, the finding serves as an initial move among private sector business toward a knowledge-based country. This paper concludes that these practices have a positive incidence not only on the performance of the firm but it also gives some initial contributions toward the development of Malaysia as a knowledge-based country.  

Linking Business Strategy and Knowledge Management Capabilities for Organizational Effectiveness

2012 ◽  
pp. 186-207
Author(s):  
Trevor A. Smith ◽  
Annette M. Mills ◽  
Paul Dion
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Business Strategy ◽  
Future Research ◽  
Knowledge Process ◽  
Knowledge Resources ◽  
Improved Performance ◽  
Using Data ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

The effective management of knowledge resources is a key imperative for firms that want to leverage their knowledge assets for competitive advantage and improved performance. However, most firms do not attain the required performance levels even when programs are in place for managing knowledge resources. Research suggests this shortcoming can be addressed by linking knowledge management to business strategy. This study examines a model that links business strategy to knowledge management capabilities and organizational effectiveness. Using data collected from 189 managers, the results suggest that business strategy is a key driver of knowledge capabilities, and that both business strategy and knowledge capabilities impact organizational effectiveness. Additionally, the authors’ findings indicate that knowledge infrastructure capability is a key imperative for effective knowledge process capability. Managerial implications, limitations and opportunities for future research are also discussed.

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