scholarly journals A Knowledge Management Challenges for Start-Ups: A Framework Proposal

2020 ◽  
Vol 3 (3) ◽  
pp. 248-260
Author(s):  
Theocharis Stylianos Spyropoulos
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Business Strategy ◽  
Success Factors ◽  
Innovation Management ◽  
Technical Information ◽  
Business Environment ◽  
Online Information ◽  
Wide Range ◽  
Start Ups

The study reviews the knowledge management challenges faced by innovative start-ups founders and entrepreneurs. Knowledge management is critical for innovation, since both organisations and individuals face very specific needs: collection of a wide variety of information and data, such as market data and technical information, and a wide range of transformation of these data into applicable knowledge, in the forms of required product specifications, business model, and business strategy. In addition, the business financing and investment ecosystem (especially Banks & Venture Capitals) uses a traditional “business plan” approach for evaluating innovation companies. Furthermore, a wide range of tools (databases, online information, Collaboration Systems, Business Intelligence Systems, ERP & CRM Systems) enable information flow and supports decision making process. To this respect, both academic literature and business experience highlight the need to improve Knowledge Management process both for individuals and organisations engaged in Innovation management. The proposed framework provides academics, entrepreneurs and venture capital companies a new approach for identifying critical success factors knowledge management and further improves decision making in a changing and challenging business environment. Finally the study highlights key areas for further research.

Preliminary Knowledge Management Implementation in the Telco Industry

2011 ◽  
pp. 265-280 ◽  
Author(s):  
Chin Wei Chong ◽  
Siong Choy Chong
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Success Factors ◽  
Knowledge Society ◽  
Global Market ◽  
Telecommunication Industry ◽  
Effective Implementation ◽  
Wide Range ◽  
New Knowledge ◽  
Technological Opportunities

This chapter aims to create a unified model capturing and generalising the different arrays of preliminary knowledge management (KM) implementation success factors in the telecommunication industry based on the studies conducted on this sector in Malaysia. The literature and empirical evidence suggest that to become the leading global market players in the new knowledge society, telecommunication organizations are required to have the integration of an effective KM process which consists of construction, embodiment, and deployment. These processes must be supported by five preliminary success factors (clear business strategy; flexible organizational culture; a committed KM Team; and effective implementation of K Audit and K Map) and effective KM strategies, that is, a knowledge sharing culture and a human network, leadership, a wide range of new technological opportunities and increased commitment to measurement.

Knowledge Management: FROM THEORY TO PRACTICE

2012 ◽  
Vol 01 (11) ◽  
pp. 22-30
Author(s):  
Kamran Nazari ◽  
Mostafa Emami
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Critical Points ◽  
Organization Performance ◽  
Management Process ◽  
Dynamic Learning ◽  
Collective Wisdom ◽  
Theory To Practice ◽  
Wide Range ◽  
Peter Drucker

Knowledge management is a process that helps organizations to find important information, select, organize and publish them; and it’s a proficiency that will be necessary for actions like solving problems, dynamic learning, decision making. Knowledge management can improve a wide range of organization performance properties by enabling company to more intelligent performance, but it’s not enough alone; because knowledge management to be useful needs undertaking staff to organization and their job, that accept the knowledge management process with spirit and heart and perform it (Wiig, 1999:14).Knowledge management is the leveraging of collective wisdom to increase responsiveness and innovation. It is important that you discern from this definition three critical points. This definition implies that three criteria must be met before information can be considered knowledge. » Knowledge is connected. It exists in a collection (collective wisdom) of multiple experiences and perspectives Knowledge management is a catalyst. It is an action – leveraging. Knowledge is always relevant to environmental conditions, and stimulates action in response to these conditions. Information that does not precipitate action of some kind is not knowledge. In the words of Peter Drucker, ‘‘Knowledge for the most part exists only in application.’’ » Knowledge is applicable in un-encountered environments. Information becomes knowledge when it is used to address novel situations for which no direct precedent exists. Information that is merely ‘‘plugged in’’ to a previously encountered model is not knowledge and lacks innovation.

Knowledge Management of E-Business Initiatives Within Two Global Organizations

2008 ◽  
pp. 1780-1794 ◽  
Author(s):  
Mahesh S. Raisinghani
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Case Studies ◽  
Business Strategy ◽  
Global Organizations ◽  
Critical Part ◽  
Global Corporations ◽  
Business To Consumer ◽  
The Subject ◽  
Business To Business

The concept of Knowledge Management concerns the creation of structures that combine the most advanced elements of technological resources and the indispensable input of human response and decision making. This chapter addresses a very interesting topic—Knowledge Management (KM) and e-business initiatives within global organizations. It compares and contrasts the experiences of two global corporations as they have conceived and implemented KM initiatives. After in-depth secondary research on the subject, both companies developed their own KM in e-business strategy. The two case studies discussed in this chapter highlight Business-to-Business (B2B), Business-to-Consumer (B2C), and Business-to-Employee (B2E) initiatives at these two global organizations. This provides concepts and viewpoints related to the drivers of KM, the hurdles to KM in an organization, the elements of KM philosophy and process, how KM can come to be understood as a critical part of a company’s competitive strategy, and how to deploy a sustainable KM system that suits the business needs of an organization.

Knowledge Management for E-Business Performance

2001 ◽  
pp. 2-15 ◽  
Author(s):  
Yogesh Malhotra
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Business Performance ◽  
Business Environment ◽  
First Century ◽  
Information Strategy ◽  
Industrial Organizations ◽  
New Perspective ◽  
Definition Of ◽  
Post Industrial

<div>Within the last few years, the topic of knowledge management has gathered a</div><div>lot of interest in the corporate sectors. Although there is no commonly agreed upon</div><div>definition of knowledge management, companies, governments, institutions and</div><div>organizations are demonstrating an increasing interest in the topic. The key argument</div><div>of this chapter is that most current interpretations of knowledge management</div><div>are relevant to the industrial world of business of the past era. Given their origin in</div><div>the ‘old world’ of business, many such interpretations of knowledge management</div><div>may have serious and adverse implications for information strategy of enterprises,</div><div>governments and institutions.</div><div>The discussion surfaces the key assumptions about information strategy and</div><div>how they need to be considered afresh given the changing assumptions about</div><div>business strategy and competitive business environment. Based on this discussion,</div><div>a new perspective of knowledge management is proposed followed by suggestions</div><div>for the managers to effectively deploy it in the ‘new world’ of e-business. For the</div><div>purpose of this article, the focus of discussion is on e-business enterprises as most</div><div>observations are already evident in such organizations. However, most of the</div><div>arguments, observations and conclusions are also relevant to executives interested</div><div>in information strategy and business transformation for other post-industrial organizations</div><div>in the twenty-first century.</div>

Management Control Instruments

2020 ◽  
pp. 111-142
Keyword(s):  
Decision Making ◽  
Information System ◽  
Knowledge Management ◽  
Business Environment ◽  
Management Control ◽  
Activity Based Costing ◽  
Work Processes ◽  
Internal Work ◽  
Management Techniques ◽  
Definition Of

The definition of the dialogue instruments is closely linked to the management of the knowledge that companies want to implement and should contribute to the proper functioning of the management control tools and to the sharing, application, and knowledge creation within the organization. In this chapter, some knowledge management techniques will be presented, which should be defined, taking also into consideration the management control systems to be implemented. In view of the constant changes in the business environment, the company must be market-oriented, and adequate information by segments will be highlighted for decision making. Being important to obtain efficiencies in the realization of internal work processes, the authors also describe some topics of the activity-based costing and activity-based management. As organizations are becoming more complex and decentralized, the information system should also adapt. In this sense, the authors describe organizational types and the adaptation of the management control instruments.

scholarly journals Knowledge Management

2011 ◽  
pp. 190-203
Author(s):  
Nilmini Wickramasinghe
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Information Overload ◽  
Communication Technologies ◽  
Business Environment ◽  
Knowledge Generation ◽  
Management Technique ◽  
Information Communication Technologies ◽  
Information Communication ◽  
Data Elements

The proliferation of ICT (information communication technologies) throughout the business environment has lead to exponentially increasing amounts of data and information generation. Although these technologies were implemented to enhance and facilitate superior decision making, the result is information chaos and information overload; the productivity paradox (O’Brien, 2005; Laudon & Laudon, 2004; Jessup & Valacich, 2005; Haag et al. 2004). Knowledge management (KM) is a modern management technique designed to make sense of this information chaos by applying strategies, structures and techniques to apparently unrelated and seemingly irrelevant data elements and information in order to extract germane knowledge to aid superior decision making. Critical to knowledge management is the application of ICT. However it is the configuration of these technologies that is important to support the techniques of knowledge management. This chapter discusses how the process oriented knowledge generation framework of Boyd and the use of sophisticated ICT can enable the design of a networkcentric healthcare perspective that enables effective and efficient healthcare operations.

scholarly journals Knowledge Management and Supply Chain Management for Creating E-business Strategy

2015 ◽  
Vol 10 (7) ◽  
pp. 2343-2352
Author(s):  
Ming-Chang Lee
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Business Strategy ◽  
Business Environment ◽  
Strategy Formulation ◽  
Chain Management ◽  
Basic Objective ◽  
Business Technology ◽  
Positive Effect

The basic objective of the paper is to reconcile the literature on knowledge management and supply Chain management in organizations. The paper build strategy formulation, the inputs to strategy formulation process are the results of evaluating e-business technology, the business environment, plus knowledge management and Supply-Chain management to dig out the important relationships and flows of activities. Theoretical relationships are enriched by the conclusions drawn from literature review.  It includes Supply-Chain management and Knowledge management. By studying conceptual studies, we find that different components of Knowledge Management as Knowledge activities, Knowledge types, transformation of knowledge and technology have a significant positive effect in bringing strategies through transformation of knowledge into knowledge assets in organizations.  The strategy diagram divides implementation into the technical and the business aspects.

A Technology-Focused Framework for Integrating Knowledge Management into Strategic Innovation Management

2011 ◽  
pp. 435-457
Author(s):  
Marc Henselewski ◽  
Stefan Smolnik ◽  
Gerold Riempp
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Real World ◽  
New Technologies ◽  
Innovation Management ◽  
Business Environment ◽  
Life Cycles ◽  
Technology Leadership ◽  
Strategic Innovation ◽  
Fast Pace

Today’s business environment is characterized by highly transparent markets and global competition. Technology life cycles are decreasing due to the fast pace at which development of new technologies is progressing. To compete in this environment, it is necessary to identify upcoming innovations and trends as early as possible to decrease uncertainty, implement technology leadership, and create competitive advantage. In a parallel development, the amount of information available is already vast and increasing daily. As a result of these developments, strategic innovation management has become increasingly challenging. The goal of our chapter is to investigate to what extent knowledge management technologies support and improve strategic innovation management to face the aforementioned problems successfully. Consequently, we will develop a characterization scheme which works as a framework for the subsequent evaluation of knowledge management technologies and apply this to a real-world case.

A Technology-Focused Framework for Integrating Knowledge Management into Strategic Innovation Management

2009 ◽  
pp. 306-328
Author(s):  
Marc Henselewski ◽  
Stefan Smolnik ◽  
Gerold Riempp
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Real World ◽  
New Technologies ◽  
Innovation Management ◽  
Business Environment ◽  
Life Cycles ◽  
Technology Leadership ◽  
Strategic Innovation ◽  
Fast Pace

Today’s business environment is characterized by highly transparent markets and global competition. Technology life cycles are decreasing due to the fast pace at which development of new technologies is progressing. To compete in this environment, it is necessary to identify upcoming innovations and trends as early as possible to decrease uncertainty, implement technology leadership, and create competitive advantage. In a parallel development, the amount of information available is already vast and increasing daily. As a result of these developments, strategic innovation management has become increasingly challenging. The goal of our chapter is to investigate to what extent knowledge management technologies support and improve strategic innovation management to face the aforementioned problems successfully. Consequently, we will develop a characterization scheme which works as a framework for the subsequent evaluation of knowledge management technologies and apply this to a real-world case.

A Technology-Focused Framework for Integrating Knowledge Management into Strategic Innovation Management

2011 ◽  
pp. 164-186
Author(s):  
Marc Henselewski ◽  
Stefan Smolnik ◽  
Gerold Riemmp
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Real World ◽  
New Technologies ◽  
Innovation Management ◽  
Business Environment ◽  
Life Cycles ◽  
Technology Leadership ◽  
Strategic Innovation ◽  
Fast Pace

Today’s business environment is characterized by highly transparent markets and global competition. Technology life cycles are decreasing due to the fast pace at which development of new technologies is progressing. To compete in this environment, it is necessary to identify upcoming innovations and trends as early as possible to decrease uncertainty, implement technology leadership, and create competitive advantage. In a parallel development, the amount of information available is already vast and increasing daily. As a result of these developments, strategic innovation management has become increasingly challenging. The goal of our chapter is to investigate to what extent knowledge management technologies support and improve strategic innovation management to face the aforementioned problems successfully. Consequently, we will develop a characterization scheme which works as a framework for the subsequent evaluation of knowledge management technologies and apply this to a real-world case.

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