scholarly journals Creating Competitive Advantages through Organizational Learning Based on Knowledge Sharing Culture and Altruist Spirit in Private Universities

2015 ◽  
Vol 5 (2) ◽  
pp. 591-598
Author(s):  
Emiliana Sri Pudjiati ◽  
Suparjo Suparjo
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Significant Influence ◽  
Private Universities ◽  
Shared Vision ◽  
Competitive Advantages ◽  
Academic Institutions ◽  
The Relationship

This study aims to formulate a model of organizational learning based on knowledge sharing to create a competitive advantage in private universities in Semarang. The population of this research was permanent lecturers with the sample of 225 lecturers who were selected randomly. The research proves the existence of significant influence between organizational learning, altruist spirit of the knowledge sharing culture and competitive advantage of academic institutions. While the relationship between learning commitment and the spirit of altruist are not proved significant. In addition, the research also showes that the desire to contribute on the knowledge is supported by open-mindedness, commitment to learn, and shared vision.

A learning organization perspective on knowledge-sharing behavior and firm innovation

2006 ◽  
Vol 25 (4) ◽  
pp. 227-236
Author(s):  
Li-Fen Liao
Keyword(s):  
Knowledge Sharing ◽  
Learning Organization ◽  
Significant Relationship ◽  
Shared Vision ◽  
Firm Innovation ◽  
Positive Effects ◽  
Knowledge Sharing Behavior ◽  
Relationship Of ◽  
The Relationship ◽  
Sharing Behavior

Sharing knowledge and firm innovation are the crucial ways to sustain competitive advantage. This study builds a nested model to test the relationship between learning organization, knowledge-sharing behavior, and firm innovation. Data gathered from 254 employees were used to examine the relationship of the learning organization to employees' knowledge-sharing behavior and firm innovation. The results indicate that open-mindedness, shared vision and trust have positive effects on both knowledge-sharing behavior and firm innovation. While commitment to learning does not shows significant relationship on knowledge-sharing behavior and firm innovation. Communication has significance on firm innovation but not significance on knowledge-sharing behavior.

scholarly journals The impact of transformational leadership on individual academy performance through knowledge sharing

2021 ◽  
Vol 9 (2) ◽  
pp. 465-480 ◽  
Author(s):  
Thi Minh Thu Vu ◽  
Khashayar Yazdani
Keyword(s):  
Higher Education ◽  
Social Support ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Employee Engagement ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect

The objective of this paper is to evaluate the impact of transformational leadership on individual academy performance through knowledge sharing, organizational learning, organizational commitment in higher education Vietnam. The study conducts the research on 500 lecturers at 10 universities in Vietnam. The study uses Smart pls 3.6 software to analyze the data. The results show that transformational leadership had a positive effect on knowledge sharing, organizational learning and organizational commitment. Ultimately, employee engagement and social support play a moderate role in the relationship between transformational leadership and knowledge sharing statistically. However, organizational learning and organizational commitment did not play any mediate role on the relationship between transformational leadership and knowledge sharing.

The effect of leadership orientation on innovation and its relationship with competitive advantages of small and medium enterprises in Indonesia

2018 ◽  
Vol 60 (2) ◽  
pp. 530-542
Author(s):  
Samsir Samsir
Keyword(s):  
Competitive Advantage ◽  
Design Methodology ◽  
Quantitative Methods ◽  
Small And Medium Enterprises ◽  
Competitive Advantages ◽  
Leadership Orientation ◽  
Content Type ◽  
Typical Food ◽  
Medium Enterprises ◽  
The Relationship

Purpose The purpose of this study is to investigate the influence of leadership orientation on competitive advantage with innovation as a mediating (intervening) variable. Design/methodology/approach Quantitative methods (Creswell, 2010) are used as the study design. It is an explanatory research with the purpose of explaining the phenomenon or pattern of correlation between concepts (Kothary, 2004). SMEs (small and medium entrepreneurs) of typical food products of Riau domiciled in Kepulauan Meranti Regency are the focus of this study; the sample size included 258 respondents. Findings There is a significant effect of leadership orientation on innovation. Higher leadership orientation will result in higher innovation. There is a significant effect of innovation on competitive advantage. Higher innovation will result in higher competitive advantage. Innovation as a mediation variable in the relationship between leadership orientation and competitive advantage indicates that higher leadership orientation will cause a higher competitive advantage, if the mediated innovation is also higher. Originality/value The originality of this research lies in innovation as a mediating (intervening) variable and a complement of a previous study by including the indicator that measures the variables of the research so that research results can be completed and detailed.

How Knowledge Creation Capabilities Lead to Competitive Advantage

2014 ◽  
pp. 36-52 ◽  
Author(s):  
Tingting (Rachel) Chung ◽  
Ting-Peng Liang ◽  
Chih-Hung Peng ◽  
Deng-Neng Chen
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Learning Effectiveness ◽  
Managerial Practices ◽  
Organizational Creativity ◽  
Theoretical Examination ◽  
Knowledge Based ◽  
Critical Knowledge ◽  
The Relationship

This chapter examines the roles of organizational creativity and organizational learning effectiveness in explaining the processes through which knowledge creation capabilities help firms to obtain and sustain competitive advantage. The proposed model specifies that organizational learning effectiveness plays a pivotal role in the relationship between knowledge creation and creativity. New knowledge develops better routines that make operations more efficient and effective. As organizations learn from newly generated knowledge, not only do they improve existing processes, but dynamic capabilities also develop to integrate knowledge into creative ideas, novel solutions, and new products and services. This theoretical examination leads to the proposition that organizational learning effectiveness mediates the relationship between knowledge creation capabilities and organizational creativity. This chapter also examines whether the effect of knowledge creation processes on organizational creativity exists in all organizations or is contingent on the nature of the organization’s knowledge. Based on the common understanding that tacit and explicit knowledge differ substantially in their codifiability and transferability, the authors specify the moderating role of knowledge characteristics in the process of using knowledge management to foster organizational creativity. The theoretical examination leads to the proposition that the degree of tacitness of the organization’s critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity mediated by organizational learning effectiveness. Finally, the authors argue that the degree of institutionalization of the organization’s critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity, which is in turn mediated by organizational learning effectiveness. Implications for research and managerial practices are discussed.

scholarly journals How Collaborative Culture Supports for Competitive Advantage: The Mediating Role of Organizational Learning

2017 ◽  
Vol 8 (2) ◽  
pp. 73 ◽  
Author(s):  
Hui Lei ◽  
Phong Ba Le ◽  
Hanh Thi Hong Nguyen
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Theoretical Basis ◽  
Structural Equations ◽  
Service Firms ◽  
Collaborative Culture ◽  
Mediating Role ◽  
Using Data ◽  
The Relationship

The paper aims to clarify the influences of collaborative culture and specific aspects of organizational learning on competitive advantage. Structural equations modeling (SEM) is applied to test degree of influence of each variable has on each other through using data collected from 298 participants at 150 large manufacturing and service firms. The result shows that organizational learning act as mediating roles in the relationship between collaborative culture and competitive advantage. Our results indicate that collaborative culture practices will yield significant effects to competitive advantage directly or indirectly through improving specifics aspects of organizational learning. The findings of this study provide a theoretical basis, which can be used to analyze relationships between collaborative culture, specifics aspects of organizational learning and competitive advantage. From a practical perspective, the study brings more deeply understanding for CEOs/managers about the necessary factors to encourage and promote firm’s competitive advantage.

scholarly journals Development Of Strategic Organizational Learning As A Competitive Advantage In The "Paladars" Of The Sector Sme’s Horeca In The Havana, Cuba

2016 ◽  
Vol 12 (13) ◽  
pp. 67
Author(s):  
Héctor Nuricumbo-Castro ◽  
Manuel Moguel-Liévano ◽  
Manuel González-Pérez
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Transfer Equation ◽  
Cross Sectional ◽  
Institutional Knowledge ◽  
Proposed Model ◽  
The Relationship

The research develops a model of Strategic Organizational Learning (SOL) to acquire and build institutional knowledge as a long-term competitive advantage in family businesses known as paladars. It aims to consolidate and strengthen the SME Horeca sector in Havana, Cuba. The proposed methodology is not experimental and correlational cross-sectional. The Knowledge Transfer equation was implemented to measure the SOL based on the proposed model. Also, it was used to determine the relationship between learning and competition. The equation was validated. The results indicated that most paladars present an SOL Medium/Regular, and independence exists between competition and learning. However, there is great ignorance to foster the organizational culture in the HORECA sector. This study suggests that the arrival of US competition causes these establishments perish.

Culture and competitiveness in small-scale Latin-American forestry-based enterprising communities

2020 ◽  
Vol 14 (2) ◽  
pp. 161-181 ◽  
Author(s):  
Carlos M. Jardon ◽  
Xavier Martinez–Cobas
Keyword(s):  
Competitive Advantage ◽  
Latin American ◽  
Local Culture ◽  
Small Scale ◽  
Competitive Advantages ◽  
Formal Sector ◽  
Company Strategy ◽  
Content Type ◽  
Cultural Aspects ◽  
The Relationship

Purpose Small-scale forestry-based enterprising communities are particularly associated with their territory and, therefore, are very conditioned by the local culture. This paper aims to explore the relationship between culture and competitiveness in small-scale Latin-American forestry-based enterprising communities. Design/methodology/approach This study used 212 surveys in companies linked to the production, industrialisation and commercialisation sector of the forestry industry in the province of Misiones (Argentina), using partial least squares to analyse the relationships thereof. Findings Culture and competitive advantages improve the growth of small-scale timber businesses and growth, in turn, increases financial performance. However, culture does not have an impact on competitive advantage and no interaction effect of culture on competitive advantage was detected. The results can indicate that there might be a need to incorporate other concepts and operationalisation that are better suited to the geographical and industrial contexts in developing countries. Research limitations/implications The literature and measures used to operationalise variables in the survey did not necessarily succeed in capturing the culture in the studied small- and medium-sized enterprises. In addition, the design of the sample and subjective measures may partially condition the results. Practical implications For business managers and consultants, this study indicates that they must take into account the local culture to improve performance. Entrepreneurs must reorient the company strategy towards the long term, integrating local culture into their strategy to generate competitive advantages. Social implications Political authorities and social agents should also take into consideration the cultural aspects of the territory when implementing regulations and specific actions to improve the industry and strengthen the sense of community. The results highlight the vitality of animators and development agencies and of any factor that fosters social cohesion. Originality/value The paper shows a new approach to the relationship between culture and competitiveness in small-scale forestry-based enterprising communities, combining performance in a formal sector with the bazaar model.

Markets and the creation of competitive advantages in companies according to an internal marketing orientation

2021 ◽  
Vol 8 (10) ◽  
pp. 93-107
Author(s):  
Fouzi Tahar Abderzag ◽  
Keyword(s):  
Financial Performance ◽  
Competitive Advantage ◽  
Current Literature ◽  
Internal Marketing ◽  
Competitive Advantages ◽  
Continuous Growth ◽  
Marketing Orientation ◽  
The Creation ◽  
The Relationship ◽  
A Company

The objective of this study was is to examine the relationship between internal marketing orientation and the creation of competitive advantages and determine whether this is useful in light of the continuous growth in competition. For modern companies, competitive advantage has become a necessary and inevitable prerequisite for their continued survival in the market. Internal marketing policies, which are an element of modern marketing, have, therefore, become a pillar for building and sustaining competitive advantages. However, there is insufficient focus on strategic internal marketing and its impact on a firm’s competitiveness. Indeed, nuanced insights suggest that the competitive advantage of a company can actively increase its financial performance by maintaining and increasing its market share and distinguishing it from its competitors, which is especially useful during highly competitive periods. Finally, this research uses an updated approach to build on the current literature and provide managers with insights into the drivers and outcomes of strategic internal marketing. These insights about internal-marketing-driven competitive advantages suggest that internal marketing can help companies achieve diversification and stability.

The Construction of Knowledge Management

2014 ◽  
pp. 89-110 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Human Resources ◽  
Competitive Advantage ◽  
Learning Organization ◽  
Human Resources Management ◽  
Top Down ◽  
Construction Of Knowledge ◽  
The Relationship

A number of authors have stressed that competitive advantage through knowledge management is realized through identifying the valuable representation, organization, acquisition, creation, usage, and evolution of knowledge in its many forms that the organization knows or could know now: skills and experience of people, archives, documents, relations with clients, suppliers, and other persons and materials often contained in electronic databases. In so doing, this chapter covers the various types of knowledge, the Learning Organization (LO), and Organizational Learning (OL). This chapter also covers the history and meaning of knowledge (management), LO, and OL in terms of how all three elements are interrelated. Emphasis is placed on the relationship between LO and OL. With that said, the chapter explains why the role of knowledge transfer and human resources management is a top down approach and not a bottom up approach.

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