scholarly journals Knowledge Management Strategy, Innovation, and Performance in Small Business Enterprise in Indonesia

The Winners ◽  
2021 ◽  
Vol 22 (1) ◽  
Author(s):  
Aryo Bismo ◽  
Wensin Halim ◽  
Monica Andini Erwinta
Keyword(s):  
Knowledge Management ◽  
Small Business ◽  
Competitive Advantage ◽  
Management Strategy ◽  
Management Strategies ◽  
Strategic Decision ◽  
Business Enterprise ◽  
Knowledge Management Strategy ◽  
Business Enterprises ◽  
And Performance

A business should be able to achieve competitive advantage due to technology development in industry 4.0. The digital industry could be relied on to sustain economic growth and encourage equity for small business enterprise to reach more markets and profit, especially during the COVID-19 pandemic, while at the same time to accomplish competitive advantage by having strong infrastructure, creating and sharing knowledge, and formulating strategic decision making, and innovation. The research aimed to provide view about the knowledge management strategies that specifically testing both codification and personalization, and their consequences on innovation and performance in small business enterprise. Data were collected from 46 small business enterprises in Indonesia through online questionnaires, and were analysed using structural equation modelling. The results reveal that knowledge management strategies—codification and personalization—have impacts on innovation and performances directly and indirectly through the increase on innovation capability. It is considered that the research will help small business enterprises to establish a good knowledge management strategy to obtain better profit on a specific condition and environment.

Creating and Delivering a Successful Knowledge Management Strategy

2010 ◽  
pp. 261-276 ◽  
Author(s):  
Jiming Wu ◽  
Hongwei Du ◽  
Xun Li ◽  
Pengtao Li
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Management Strategy ◽  
Management Support ◽  
Knowledge Management Strategy ◽  
Top Management Support ◽  
The Past ◽  
Km Strategy ◽  
Key Driver

Over the past decade, the rapid proliferation of knowledge management (KM) has been one of the most striking developments in business. Viewing KM as a key driver of competitive advantage, we attempt to provide managers with important guidance on how to create and deliver a successful KM strategy. Specifically, we develop a framework of three factors that are vital to KM success: top management support, a culture of organizational learning, and effective measures of KM performance. To offer a better understanding of the factors, their multiple facets are further investigated and discussed.

scholarly journals KNOWLEDGE MANAGEMENT STRATEGY TO IMPROVE BUSINESS SECTOR

10.26458/1732 ◽  
2017 ◽  
Vol 17 (3) ◽  
pp. 19-32
Author(s):  
Haradhan Kumar Mohajan
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Intelligence ◽  
Management Strategy ◽  
Business Performance ◽  
Business Environment ◽  
Business Sector ◽  
Knowledge Management Strategy ◽  
Km Strategy

Every organization needs the proper knowledge management (KM) strategy for the development of the organization. In the last decades the business environment has changed and recently it becomes more dynamic and more complex. At present KM is valuable not only for individuals, and organizations, but also, for global humanity. So, the directors of the organizations must emphasize on the existing knowledge and try to develop them to achieve the competitive advantage. The purpose of the study is to explore the recent KM practice in the organizations and to show the ways to develop the new KM strategy in future. An attempt has been taken here to apply KM strategy in business performance, business intelligence, and e-business.

scholarly journals Implementing Knowledge Management

2011 ◽  
Vol 2 (5) ◽  
Author(s):  
Peng Chan ◽  
Dennis Pollard ◽  
Piboon Puriveth
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
Management Strategy ◽  
Meta Analysis ◽  
Real Life ◽  
Management Systems ◽  
Knowledge Management Strategy ◽  
Strong Indicator ◽  
Intellectual Assets

The growing reliance on intellectual assets to gain competitive advantage has necessitated the development and implementation of knowledge management systems in order to collect, organize and transfer all of the knowledge accumulated by modern organizations.  This study is presented as a consolidation of previous research performed in this area, and integrates this work with a meta-analysis of two real life case studies.  The corresponding results suggest that the tacit/explicit dimension of knowledge is a strong indicator of the type of knowledge management strategy a given company should follow.

Sustainable Knowledge Management Strategies

2018 ◽  
pp. 46-73 ◽  
Author(s):  
Denise A.D. Bedford
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Strategy ◽  
Management Strategies ◽  
Knowledge Management Strategy ◽  
Knowledge Assets ◽  
Gray Literature ◽  
Physical Assets ◽  
Knowledge Organizations

Knowledge organizations have been challenged to develop sustainable, actionable and business oriented knowledge management strategies. Many strategies published in the peer reviewed and gray literature include tactics, principle, platitudes and checklists. Organizations often borrow templates from associations or other organizations as starting points for formulating their strategies. These strategies often fall short of expectations. This chapter proposes a framework for an organization to walk through the process of developing a knowledge management strategy that aligns with business-critical capabilities, identifies the intellectual capital and knowledge assets required to support those capabilities, aligns assets and capabilities, and creates a foundation for selecting and monitoring tactics to invest in and manage liabilities associated with those assets. The chapter recommends a strategic infrastructure that is comparable to those developed for financial and physical assets.

Knowledge Management Strategy Implementation Through Knowledge Ambassadors

2019 ◽  
pp. 193-211 ◽  
Author(s):  
Annabeth Aagaard
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Management Strategies ◽  
Active Role ◽  
Vital Role ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Geographically Dispersed ◽  
Effective Integration

The aim of this chapter is to explore and explain how knowledge management strategies are implemented effectively across divisions through the application of change agents in the shape of so-called “knowledge ambassadors.” Knowledge ambassadors can play an active role in supporting knowledge sharing and effective integration of knowledge management strategies. The chapter is based on a three-year longitudinal participative case study of the implementation of a knowledge management strategy across an organization and its seven geographically dispersed divisions. The results of the study reveal different steps and key activities in effective implementation of a knowledge management strategy and how knowledge ambassadors play a vital role in effective integration of knowledge management tools, continuous support of knowledge sharing practices, and in developing a knowledge culture within the organization.

Towards Understanding and Implementing Knowledge Management Strategy

2020 ◽  
pp. 103-125 ◽  
Author(s):  
Murray Eugene Jennex
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Management Strategies ◽  
Organizational Strategy ◽  
Dual Function ◽  
Function Concept ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Knowledge Content ◽  
The Right

Many companies are working strategically with their knowledge through targeted knowledge management strategies aligned with their organizational strategy. However, the success of these knowledge management strategies vary. This chapter uses previous studies to show that KM strategy is a dual function concept. One function of knowledge management strategy manages knowledge content to ensure the right knowledge is captured and used while the other function of knowledge management strategy focuses on aligning a knowledge management initiative to organizational strategy. Additionally, the components of each function are discussed.

C3EEP Typology and Taxonomies

2010 ◽  
pp. 133-158 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Management Strategy ◽  
Management Strategies ◽  
Knowledge Management Strategy ◽  
Academic Knowledge ◽  
Knowledge Based

This chapter proposes the C3EEP typology as a framework of knowledge management strategies by using six knowledge based strategic dilemmas. A number of graphic presentations of the complete typology are reported. Based on the typology, nine taxonomies of knowledge management (KM) are proposed and are followed by a framework that uses the six dilemmas and the knowledge levers as leading dimensions for the development of organization’s knowledge management strategy. The proposed typology and taxonomies are closing a gap in academic knowledge management and strategic management literatures.

Effective Implementation of Knowledge Management Strategies and the Key Roles of Knowledge Ambassadors in Strategy Integration

2013 ◽  
Vol 9 (3) ◽  
pp. 31-46 ◽  
Author(s):  
Annabeth Aagaard
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Management Strategies ◽  
Success Factor ◽  
Knowledge Management Strategy ◽  
Effective Implementation ◽  
Geographically Dispersed ◽  
Strategy Integration ◽  
Effective Integration

The purpose of this study is to examine how knowledge management strategies can be implemented effectively across divisions and what role change agents in the shape of so called ‘knowledge ambassadors’ can play in actively supporting knowledge sharing and effective integration of knowledge management strategies. Through a three year longitudinal participative case study the implementation of a knowledge management strategy is examined within the Danish Road Directorate and its seven geographically dispersed divisions. The results of the study reveal different steps and key activities in effective implementation of a knowledge management strategy and how knowledge ambassadors play a vital role in effective integration of knowledge management tools, continuous support of knowledge sharing practices and in developing a knowledge culture within the organisation. The contributions of this paper lie in the participative and longitudinal examination of effective knowledge management strategy implementation across geographically dispersed divisions and the introduction of knowledge ambassadors as a key success factor in knowledge management strategy integration.

scholarly journals Success of Knowledge Management Strategies in Manufacturing Companies- A Study with Reference to Chennai, Kanchipuram and Thiruvallur Districts

2020 ◽  
Vol 9 (4) ◽  
pp. 455-461
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Management Strategies ◽  
T Test ◽  
Manufacturing Companies ◽  
Knowledge Management Strategy ◽  
Limited Condition

Knowledge management strategy deals with careful approach and implementation of knowledge to achieve the best results within the available limited condition of employees, organisational employment and capabilities of employer. This study is to analyse about the components of knowledge management strategies and to measure the influence of organisational variables in knowledge management strategies. The samples was collected from 7 top manufacturing companies distributed over 3 districts, Chennai, Kanchipuram Tiruvallur and especially in greater Chennai. With t-test the analysis is done and we can analyse that knowledge management strategies depend upon employees’s interest in implementing the knowledge with in the premises of the organisation

Environmental Hostility Contingencies on the Relationship between Knowledge Management Strategy and Firm Performance

2015 ◽  
Vol 73 (5) ◽  
Author(s):  
Alizar Hasan ◽  
Abdul Hakim Mohammed ◽  
Wardi Wardi ◽  
Nursyaifi Yulius ◽  
Heldi Heldi ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Management Strategy ◽  
Management Strategies ◽  
Two Dimensions ◽  
Future Research ◽  
Knowledge Management Strategy ◽  
Manufacturing Firm ◽  
The Relationship ◽  
Environmental Hostility

This study aims to investigate the environmental hostility contingencies on the relationship between knowledge management strategy and firm performance. Knowledge management strategies are classified into two dimensions: Codification and Personalization. These studies cover the 192 completed and usable questionnaires were received from respondents which comprises of large size Indonesian manufacturing firms. The result via smartPLS revealed that knowledge management strategies positively and significantly influence the Indonesian manufacturing firm’s performance. Other findings display that environmental turbulences has only the contingency effect (the moderating effect) on the relationship between knowledge management strategy and manufacturing firm performance. Based on findings, the implications and future research also be discussed in this paper. 

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