Knowledge Management Activities, Models and Frameworks

2021 ◽  
Author(s):  
Raphaela Stadler
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Theory Of The Firm ◽  
Work Processes ◽  
High Quality ◽  
Knowledge Based ◽  
The Future ◽  
Knowledge Intensive

The knowledge-based theory of the firm is centred on two key principles: first, knowledge can be a source of competitive advantage, especially if it is difficult to replicate and copy, if it is organisation-specific, and directly related to the organisation’s products, services or processes. Second, the sharing of information and knowledge within organisations is believed to be more effective than within markets (Hislop et al., 2018). Furthermore, if knowledge is considered the most important asset for achieving competitive advantage in an organisation (where competencies, capabilities and skills are more important than other types of assets and resources), then the organisation can be defined as ‘knowledge intensive’. Or, as Nonaka and Takeuchi (1995: 7) famously argued, “the future belongs to people who use their heads instead of their hands.” Knowledge-intensive firms can be described as companies with work that is intellectual and where the workforce consists of well-qualified employees. They can also be different to other, non-knowledge-intensive firms, in terms of their structure (i.e., less hierarchical), the character of their workforce, products and services (e.g., non-standardised products, high quality services, such as memorable experiences), as well as the nature of the work processes themselves (i.e., complex, creative, requiring collaboration between different teams and departments) (Alvesson & Kaerreman, 2001; Hislop et al., 2018). Taking these characteristics into account, event organisations can to some extent be classified as ‘knowledge-intensive’ and it is therefore important to effectively manage knowledge management activities and processes within these organisations.

Intellectual Property Protection and Process Modeling in Small Knowledge Intensive Enterprises

2011 ◽  
pp. 151-167 ◽  
Author(s):  
Riikka Kulmala ◽  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Property Protection ◽  
Work Processes ◽  
Ip Protection ◽  
Knowledge Based ◽  
Work Routines ◽  
Organizational Work ◽  
Knowledge Intensive ◽  
Enterprise's Competitiveness

As discussed in chapter 10, knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise’s competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

Knowledge Management in Governance

2006 ◽  
pp. 278-291
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Strategic Management ◽  
Theory Of The Firm ◽  
Collective Knowledge ◽  
Knowledge Based ◽  
Innovative Methods ◽  
Corporate Goals ◽  
Knowledge Intensive ◽  
A Company

The knowledge-based view of the firm has established itself as an important perspective in strategic management. This perspective builds on the resource-based theory of the firm. The knowledge-based view of the firm implies that information systems are designed to support knowledge management in organizations. Knowledge management can be defined as a method to simplify and improve the process of sharing, distributing, creating, capturing, and understanding knowledge in a company. Knowledge management is description, organization, sharing, and development of knowledge in a firm. Knowledge management is managing knowledge-intensive activities in a company. Knowledge management refers to identifying and leveraging the collective knowledge in a company to help the company compete. Knowledge management is a method for achieving corporate goals by collecting, creating and synthesizing and sharing information, insights, reflections, thoughts, and experience. Knowledge management is a discipline focused on systematic and innovative methods, practices, and tools for managing the generation, acquisition, exchange, protection, distribution, and utilization of knowledge, intellectual capital, and intangible assets (Montana, 2000). The purpose of knowledge management is to help companies create, share and use knowledge more effectively. Effective knowledge management causes fewer errors, less work, more independence in time and space for knowledge workers, fewer questions, better decisions, less reinventing of wheels, improved customer relations, improved service, and improved profitability. Knowledge management is purported to increase both innovation and responsiveness. The recent interest in organizational knowledge has prompted the issue of managing knowledge to the organization’s benefit (Alavi & Leidner, 2001).

Intellectual Property Protection in Small Knowledge Intensive Enterprises

2013 ◽  
Vol 3 (1) ◽  
pp. 29-45
Author(s):  
Riikka Kulmala ◽  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Property Protection ◽  
Work Processes ◽  
Ip Protection ◽  
Knowledge Based ◽  
Work Routines ◽  
Organizational Work ◽  
Knowledge Intensive ◽  
Enterprise's Competitiveness

Knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise’s competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

Intellectual Property Protection in Small Knowledge Intensive Enterprises

2014 ◽  
Vol 4 (4) ◽  
pp. 47-63 ◽  
Author(s):  
Riikka Kulmala ◽  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Property Protection ◽  
Work Processes ◽  
Ip Protection ◽  
Knowledge Based ◽  
Work Routines ◽  
Organizational Work ◽  
Knowledge Intensive ◽  
Enterprise's Competitiveness

Knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise's competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

Knowledge Intermediation

2011 ◽  
pp. 1568-1578
Author(s):  
Enrico Scarso ◽  
Ettore Bolisani ◽  
Matteo Di Biagi
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
New Technologies ◽  
The Internet ◽  
Central Source ◽  
Knowledge Based ◽  
Knowledge Intensive ◽  
Network Technologies ◽  
Knowledge Creation And Sharing ◽  
The Web

Since knowledge is increasingly regarded as the central source of competitive advantage, a “cognitive” interpretation of business activities becomes vital. With regard to this, the flourishing field of knowledge management (KM) provides useful insights into approaches to a systematic and explicit management of knowledge. Furthermore, the development of Internet technologies raises expectations of new opportunities to acquire, process, and distribute knowledge. Little research has, however, been done on the new businesses that may originate from a combination of KM practices and the use of new technologies. In particular, since the activities of knowledge creation and sharing are not bound to the single organisation, there is room for the development of innovative services that enable a “knowledge-based use” of network technologies such as the Internet. In fact, an increasing number of examples of innovative “knowledge-intensive” firms based on the Web can be found, but there is the need for better understanding of the contents and issues associated with such emerging ventures.

Knowledge Intermediation

2010 ◽  
pp. 601-611
Author(s):  
Enrico Scarso ◽  
Ettore Bolisani
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
New Technologies ◽  
The Internet ◽  
Central Source ◽  
Knowledge Based ◽  
Knowledge Intensive ◽  
Network Technologies ◽  
Knowledge Creation And Sharing ◽  
The Web

Since knowledge is increasingly regarded as the central source of competitive advantage, a “cognitive” interpretation of business activities becomes vital. With regard to this, the flourishing field of knowledge management (KM) provides useful insights into approaches to a systematic and explicit management of knowledge. Furthermore, the development of Internet technologies raises expectations of new opportunities to acquire, process, and distribute knowledge. Little research has, however, been done on the new businesses that may originate from a combination of KM practices and the use of new technologies. In particular, since the activities of knowledge creation and sharing are not bound to the single organisation, there is room for the development of innovative services that enable a “knowledge-based use” of network technologies such as the Internet. In fact, an increasing number of examples of innovative “knowledge-intensive” firms based on the Web can be found, but there is the need for better understanding of the contents and issues associated with such emerging ventures.

Knowledge Intermediation

2011 ◽  
pp. 360-367 ◽  
Author(s):  
Enrico Scarso ◽  
Ettore Bolisani
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
New Technologies ◽  
The Internet ◽  
Central Source ◽  
Knowledge Based ◽  
Knowledge Intensive ◽  
Network Technologies ◽  
Knowledge Creation And Sharing ◽  
The Web

Since knowledge is increasingly regarded as the central source of competitive advantage, a “cognitive” interpretation of business activities becomes vital. With regard to this, the flourishing field of knowledge management (KM) provides useful insights into approaches to a systematic and explicit management of knowledge. Furthermore, the development of Internet technologies raises expectations of new opportunities to acquire, process, and distribute knowledge. Little research has, however, been done on the new businesses that may originate from a combination of KM practices and the use of new technologies. In particular, since the activities of knowledge creation and sharing are not bound to the single organisation, there is room for the development of innovative services that enable a “knowledge-based use” of network technologies such as the Internet. In fact, an increasing number of examples of innovative “knowledge-intensive” firms based on the Web can be found, but there is the need for better understanding of the contents and issues associated with such emerging ventures.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

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 BİLGİ TABANLI YENİ EKONOMİDE BİLGİ YÖNETİMİ VE YENİLİKÇİ İŞLETMELER

2018 ◽  
Vol 6 (3) ◽  
Author(s):  
Saadet Ela PELENK
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Information Acquisition ◽  
Organizational Innovation ◽  
Continuous Learning ◽  
Significant Positive Effect ◽  
Technological Changes ◽  
Knowledge Based ◽  
The Relationship ◽  
Positive Effect

Economic, social, cultural and technological changes increase the importance of information. It is possible for organizations to adapt to change, by sharing up-to-date information. Knowledge-based new economies which consist dynamic market conditions, network-based organizational structure, continuous learning, digitalization, innovations and innovative businesses as competitive advantage source, corporate knowledge management has a strategic importance. Th eaim of this research is to determine the relationship among innovation and sub-dimensions of knowledge management as "information acquisition” and “education and communication". For this purpose, a survey was conducted with 120 employees of 3 innovative organizations that operate in various sectors. According to the results of the research, the acquisition of information has a significant positive effect on organizational innovation (β=0,29; t=3,10; p<0,05); education –training and communication variables have no significant effect on organizational innovation (p>0,05).

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