scholarly journals Knowledge Management Process as a Source to Create Sustainable Competitive Advantage for Private Universities

2018 ◽  
Vol 6 (1) ◽  
pp. 44-53
Author(s):  
Araden Hatim Khudair Al Obaidi ◽  
Ahmed Mohammed Fahmi ◽  
Hamad Karem Al Hadrawi
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Private Universities ◽  
Management Process ◽  
Sustainable Competitive Advantage

scholarly journals Harnessing Explicit Knowledge

2011 ◽  
Vol 2 (3) ◽  
pp. 97-107 ◽  
Author(s):  
Wusheng Zhang
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Limited Resources ◽  
Management Process ◽  
Sustainable Competitive Advantage ◽  
Strategic Direction ◽  
Extensive Analysis ◽  
Tourism Enterprises

In the search for sustainable competitive advantage, managing knowledge is critical not only for large organizations but also for Small and Medium sized Tourism Enterprises (SMTEs) where limited resources and the lack of the strategic direction are prevalent. Findings from the literature review suggest that, in relative terms, SMTEs are less ready for implementing knowledge management projects than are large organizations. It is also suggested that SMTEs are in need of practical strategic guidance if they are to make the most of the, often under-exploited, knowledge within and available to their organizations. For the support of SMTEs’ initial needs for knowledge management, this paper proposes a strategy aimed at harnessing explicit knowledge and strategic activities based on an extensive analysis of the literature. The proposed strategy contains actionable steps with timelines and milestones that can be implemented and modified iteratively by SMTEs, with in-built assessment and measurement mechanisms. The results of our study suggest that implementation itself can be flexible as well as iterative with no need for all the steps outlined for an improvement of the knowledge management process to be followed.

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.

scholarly journals Management Methods and Concepts for Building Competitive Advantage in Hospitality Companies

2014 ◽  
Vol 21 (3) ◽  
pp. 178-183
Author(s):  
Beata Gierczak
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Emerging Market ◽  
Final Part ◽  
Management Process ◽  
Practical Application ◽  
The Core ◽  
Knowledge Based ◽  
Management Concepts ◽  
Market Management

Abstract Introduction. Competitive advantage determines the success of modern enterprises, such as hospitality companies, on the market. In turn, competitive advantage is gained as the result of skillful management, taking into account the factors that characterize the company environment. In the management process, methods and concepts that, when properly applied, facilitate the company's innovative activities play the key role, thus contributing to building competitive advantage. The purpose of this paper is to specify and characterize the methods and management concepts most commonly used by hospitality companies in the process of building competitive advantage. The core benefit of these considerations is that they serve to identify those activities of hospitality companies in which the analyzed methods and concepts found practical application. The final part of the article is devoted to an attempt to identify barriers and problems that significantly limit the use of these methods and concepts. Material and methods. In order to achieve this objective, a survey and interviews were carried out in all three- and four-star hotels in the Rzeszów area in the first quarter of 2012. Results. The results revealed that the concept most commonly used by hoteliers was knowledge-based organization (knowledge management), followed by outsourcing, benchmarking and internal competition, respectively. Conclusions. The study also demonstrated that the managers of these hospitality companies significantly lacked substantive knowledge of emerging “market” management methods and concepts.

scholarly journals Observation the Implementation of Business Knowledge Management System in Creative Industry in Achieving Compatitive Advantage (Study in Visual Communication Design Business in Riau Province, Indonesia)

2019 ◽  
pp. 1562-1570
Author(s):  
Yanti Mayasari Ginting ◽  
Elfindri Elfindri ◽  
Hafiz Rahman ◽  
Dodi Devianto
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Management System ◽  
Visual Communication ◽  
Knowledge Management System ◽  
Creative Industry ◽  
Sustainable Competitive Advantage ◽  
Visual Communication Design ◽  
Communication Design ◽  
Business Knowledge

The purpose of this study is to analyze the effect of business Knowledge Management System (KMS) of creative industry in the visual communication design sub-sector to attain sustainable competitive advantage. This research is a quantitative research using survey method with a questionnaire as the instrument. The population in this study consists of business owners, business managers, and creative workers in the business of visual communication design sub-sector located in Riau, Indonesia. The sample size is 202 and the sampling method used is purposive sampling, there are 34 questions in the questionnaire and analyzed by using SEM AMOS. This study found that KMS of the business effect sustainable competitive advent age. Both basic competing strategies and strategic competitiveness can be used as dimensions of sustainable competitive advantage. This study is conducted in Visual Communication Design so that it needs to be extended to other sub-sectors to further validate the model.

Competitive Advantage of Knowledge Management

2011 ◽  
pp. 2646-2659
Author(s):  
Gabriel Cepeda-Carrion
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Past Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Resources ◽  
Strategic Process ◽  
Decision Making Styles ◽  
Relevant Domain

Knowledge management has been proposed as a fundamental strategic process and the only sustainable competitive advantage for firms (Grant, 1996; Davenport, 1998). A key to understanding the success and failure of knowledge management efforts within organizations is the ability to identify the relevant knowledge to manage and to extract value out of this knowledge. In the last decade past research has focused heavily on defining what knowledge is and on using different typologies (e.g., tacit vs. explicit knowledge, individual vs. collective) to characterize the different types of knowledge available to firms (e.g., Polanyi, 1967; Spender, 1996). In addition, researchers have described the processes through which knowledge is created, developed, retained, and transferred in firms (e.g., Argote, 1999; Nonaka & Takeuchi, 1995), and the role played by leadership (Bryant, 2003; Vera & Crossan, 2004) and decision-making styles (Kalling, 2003) in influencing these processes. Unfortunately, despite the growing interest in knowledge management, little specific has been said about the mechanisms firms use to identify key knowledge areas and to gain competitive advantage out of knowledge management investments. The recognition of the important knowledge resources for a firm is critical, because the effectiveness of knowledge and learning can only be assessed on the basis of its utility in guiding behavior relative to the firm’s relevant domain (Crossan, Lane, & White, 1999; Cepeda, Galán, & Leal, 2004; Zack, 1999). Knowledge for the sake of knowledge is not useful to firms.

Government Innovation Through Knowledge Management

2008 ◽  
pp. 493-507
Author(s):  
Luis Felipe Luna-Reyes
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Sustainable Competitive Advantage ◽  
Critical Factors ◽  
Private Organizations ◽  
New Business ◽  
New Business Models ◽  
Government Innovation

Contemporary organizations face the challenge of growing and advancing in a complex and changing environment (Johannessen, Olaisen, & Olsen, 2001; Malhotra, 2000). In order to accomplish this objective, private organizations continuously innovate to attract customers (Johannessen et al.). Competition has been accelerated by information technology, which allows the appearance of new business models, introducing new competitors in the business arena (Rayport, 2001). Under these circumstances, it appears that innovation is one of the most valuable activities for any organization (Nonaka, 1996). Furthermore, the management of intangible assets such as knowledge is one of the critical factors to promote innovation and sustainable competitive advantage (Davenport, 2001; De Long & Fahey, 2000; Malhotra; Nonaka).

Bharadwaj Aushadalay

2013 ◽  
pp. 1-10
Author(s):  
Mukund R. Dixit ◽  
Sanjay Verma
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Diagnostic Tools ◽  
Sustainable Competitive Advantage ◽  
Pulse Diagnosis ◽  
History Of ◽  
Tools And Techniques ◽  
Indian Medicine ◽  
Treatment Restrictions

This case provides an opportunity to identify and discuss issues in sustenance of an incumbent's strategy in the changing environment. The context is the practice of Nadi Nidan (pulse diagnosis) and treatment of disorders based on this according to Ayurveda, the ancient system of Indian medicine. It describes the functioning of Bharadwaj Aushadhalay, an Ayurveda clinic run by Vaidyaji since 1955 and presents the history of the clinic, the process by which Vaidyaji learnt the practice of Nadi Nidan, the profile of the patients, the mode of treatment, restrictions imposed by Vaidyaji on the patients, their response and competitive pressures on the system. The case also provides a brief sketch of Ayurveda, its principles, currents trends in the education and research in Ayurveda, and recent advances in diagnostic tools and techniques. The case can be used in courses of Strategic Management in the module on Strategies for Sustainable Competitive Advantage and Knowledge Management.

Competitive Advantage of Knowledge Management

2011 ◽  
pp. 34-43 ◽  
Author(s):  
Gabriel Cepeda-Carrion
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Past Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Resources ◽  
Strategic Process ◽  
Decision Making Styles ◽  
Relevant Domain

Knowledge management has been proposed as a fundamental strategic process and the only sustainable competitive advantage for firms (Grant, 1996; Davenport, 1998). A key to understanding the success and failure of knowledge management efforts within organizations is the ability to identify the relevant knowledge to manage and to extract value out of this knowledge. In the last decade past research has focused heavily on defining what knowledge is and on using different typologies (e.g., tacit vs. explicit knowledge, individual vs. collective) to characterize the different types of knowledge available to firms (e.g., Polanyi, 1967; Spender, 1996). In addition, researchers have described the processes through which knowledge is created, developed, retained, and transferred in firms (e.g., Argote, 1999; Nonaka & Takeuchi, 1995), and the role played by leadership (Bryant, 2003; Vera & Crossan, 2004) and decision-making styles (Kalling, 2003) in influencing these processes. Unfortunately, despite the growing interest in knowledge management, little specific has been said about the mechanisms firms use to identify key knowledge areas and to gain competitive advantage out of knowledge management investments. The recognition of the important knowledge resources for a firm is critical, because the effectiveness of knowledge and learning can only be assessed on the basis of its utility in guiding behavior relative to the firm’s relevant domain (Crossan, Lane, & White, 1999; Cepeda, Galán, & Leal, 2004; Zack, 1999). Knowledge for the sake of knowledge is not useful to firms.

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