scholarly journals Knowledge Management as a Business Strategy of a Learning Organisation

2021 ◽  
Vol 15 (2) ◽  
pp. 191-198
Author(s):  
Andreja Rudančić ◽  
Petar Mišević ◽  
Dušan Tomašević
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Motivation To Learn ◽  
Survey Questionnaire ◽  
Learning Organisation ◽  
Business World ◽  
Rapid Changes ◽  
Organisational Model ◽  
Scientific Value ◽  
Learning Concept

Today, knowledge management is used as part of a business strategy by which an organisation adapts to rapid changes in society and the business world, by which it not only becomes more competitive but also achieves goals and remains successful. Organisations have become aware of the importance of the lifelong learning concept. It should be noted that knowledge management is in close synergy with human resource management in the organisation. To achieve the scientific value of the paper, the authors have conducted empirical research by using a survey questionnaire in which the elements of a learning organisation were investigated, along with the implementation of knowledge on the selected organisational model. The synthesis of the results and conclusions of this research will be used to formulate specific critical recommendations and valuable guidelines indicating possible areas of improving the level of learning organisation and motivation to learn, which indicates potential ways and approaches to knowledge management.

scholarly journals Organisational Learning: Conceptual Links to Individual Learning, Learning Organisation and Knowledge Management

2007 ◽  
Vol 06 (03) ◽  
pp. 211-217 ◽  
Author(s):  
Siu Loon Hoe
Keyword(s):  
Knowledge Management ◽  
Information Management ◽  
Human Resource ◽  
Individual Learning ◽  
Organisational Learning ◽  
Learning Organisation ◽  
Theoretical Understanding ◽  
Organisational Behaviour ◽  
Multidisciplinary Perspective ◽  
Learning Concept

Organisational learning has over the years been subject of much study by scholars and managers. In the process, the organisational learning concept has been linked to many other knowledge concepts such as individual learning, learning organisation, and knowledge management. This paper draws from existing literature in organisational behaviour, human resource management, marketing, and information management, to further develop the conceptual links between organisational learning and these knowledge concepts. The paper discusses the characteristics of organisational learning and emphasises its link to individual learning, the learning organisation, and knowledge management. It contributes to the conceptual and theoretical understanding of organisational learning and its relationship to these knowledge concepts from a multidisciplinary perspective.

Learning Organisation

2021 ◽  
pp. 2570-2591
Author(s):  
Chandra Sekhar Patro
Keyword(s):  
Business Environment ◽  
Organisational Performance ◽  
Learning Organisation ◽  
New Techniques ◽  
Business World ◽  
Rapid Changes ◽  
New Ideas ◽  
To Come ◽  
Changing Demographics ◽  
Market Learning

In an ever-changing business world, the need to gain a competitive advantage has become extremely imperative for enterprises to survive in the age of globalisation. Much emphasis on learning has arisen due to rapid changes in the business environment, including uncertain market conditions, increasing complexity, changing demographics, and global competition. The companies are forced to innovate and develop new techniques for improving the quality and functionality of products, reduce costs, and respond to the highly elegant customers' demands in order to survive in the market. Learning organisations encourage the groups to come together and explore new ideas without being directed by a manager. The main objective of the chapter is to measure the effect of the dimensions of the learning organisation on organisational performance. A positive statistical relationship exists among the learning organisation dimensions and with organisational performance. Organisations must consider the learning organisation dimensions to enhance employees efficiency and organisational performance.

Cultural distance and inter-organizational knowledge transfer: a case study of a multinational company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dasun Bhagya Sapuarachchi
Keyword(s):  
Knowledge Management ◽  
Sri Lanka ◽  
Knowledge Transfer ◽  
Cultural Distance ◽  
Organizational Knowledge ◽  
Multinational Companies ◽  
Cultural Dimensions ◽  
Business World ◽  
Content Type ◽  
The Usa

Purpose The purpose of this study is to explore a phenomenon in knowledge management that has been given scant attention: the influence of cultural distance on inter-organizational knowledge transfer in the context of multinational companies involving headquarters in the USA and a subsidiary in Sri Lanka. Design/methodology/approach Designed as a qualitative exploratory study, data was collected through in-depth interviews of 15 participants and documents review. Findings The findings of this study implied that the theoretically introduced cultural dimensions shall be relevant to analyze the phenomenon of this study. Consequently, through the findings of this study, it is argued that inter-organizational knowledge transfer in multinational companies is influenced by cultural distance. Research limitations/implications This study theoretically and empirically contributes to the debates on knowledge transfer in knowledge management research in general and, inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries with respect to the influence of cultural distance in particular, through the light of Trompenaars’ (1993) cultural dimensions theory. Practical implications The findings of this study could motivate the practitioners to take into account: the influence of cultural distance on inter-organizational knowledge transfer, if inter-organizational knowledge transfer happens in similar contexts: multinational companies with a headquarters in the USA (a western context) and a subsidiary in Sri Lanka (a non-western context) in the practical business world. Originality/value This study provides theoretical and empirical insights into the influence of cultural distance on inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries in the selected context while suggesting various avenues for further research toward the influence of cultural distance on such phenomenon in similar/dissimilar contexts.

Rising of the Phoenix: Mitigating Political Risk through Knowledge Management—Behn, Meyer & Co., 1840–1959

2018 ◽  
Vol 19 (4) ◽  
pp. 946-978 ◽  
Author(s):  
SHAKILA YACOB
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Malay Peninsula ◽  
International Networks ◽  
Business Interests ◽  
Political Risks ◽  
The World ◽  
History Of ◽  
British Colonial ◽  
The Phoenix

This article examines how a German firm in the Malay Peninsula—Behn, Meyer & Co.—capitalized on its knowledge management to overcome political risks during the period from 1840 until 1959. During the two world wars, all assets and properties of the Behn Meyer firm were systematically expropriated because of the introduction of the Alien Enemies (Winding Up) Act of 1914 and the subsequent imposition of a ten-year ban by the British colonial administration in the Malay Peninsula. However, Behn Meyer’s resilience and flexible outlook, as demonstrated by its management of political risks during these tumultuous periods, enabled it to rebuild its business interests and reestablish a foothold in postcolonial Malaysia and the region. This article argues that Behn Meyer displayed an exemplary business strategy, utilized its understanding of the geopolitics of the area, and leveraged its local and international networks to ensure its survival and longevity in the most tumultuous period in the history of the world.

Talent agility, innovation adoption and sustainable business performance: empirical evidences from Indian automobile industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gopal Krushna Gouda ◽  
Binita Tiwari
Keyword(s):  
Knowledge Management ◽  
Automobile Industry ◽  
Significant Relationship ◽  
Business Performance ◽  
Innovation Adoption ◽  
Corporate Communication ◽  
Sustainable Business ◽  
Business World ◽  
Content Type ◽  
Learning Agility

PurposeAlthough Industry 4.0 has created a digital disruption in the business world, there is a huge demand for competent personnel to adapt to innovation in a highly volatile environment. This study aims to develop a conceptual framework on innovation adoption, thus creating a sustainable business performance in the Indian automobile industry.Design/methodology/approachA sample of 272 employees working in the Indian automobile industry was empirically tested to examine the hypothesized relationships. The proposed relationships were further tested using structural equation modelling (SEM) with AMOS 26 software.FindingsResults highlight that knowledge management, climate for innovation, learning agility and internal corporate communication positively affect innovation adoption. Perceived innovation characteristics also have a significant relationship with innovation adoption and sustainable business performance. Furthermore, innovation adoption has a positive relationship with sustainable business performance. However, ambidextrous leadership has a non-significant relationship with innovation adoption.Research limitations/implicationsThis study was confined to the Indian automobile industry, which restricts its generalizability. Thus, future research can be conducted in other sectors and country contexts.Practical implicationsThe paper provides valuable insights to practitioners, HR professionals and managers to develop an agile talent who quickly adapts innovative practices to deliver desired results. Organizations must incorporate digital leadership style, robust knowledge management, climate for innovation, learning agility and corporate communication into their talent development practices that further enhance strategic capabilities and lessen expenditures.Originality/valueThis paper provides a holistic framework of innovation adoption in the Indian automobile industry to attain sustainable business performance.

Knowledge Management

2003 ◽  
pp. 68-81
Author(s):  
Petros A.M. Gelepithis ◽  
Nicole Parillon
Keyword(s):  
Knowledge Management ◽  
Great Majority ◽  
Academic World ◽  
Business World ◽  
The Third ◽  
The Core ◽  
Characteristic Views ◽  
Knowledge Market

Although the debate on the nature of ‘knowledge’ and ‘information’ is far from settled, it is now taken for granted throughout the academic world that the two notions are related but fundamentally distinct. This result, and its significant consequences, still need to be realised and understood by the great majority of the business world. In the first section of this chapter, we briefly comment on some characteristic views of ‘knowledge’ and ‘knowledge management,’ and subsequently we analyse in-depth the core constituent notion of the latter, that is, knowledge. In section two, we outline three major consequences of our analysis. The first concerns the limits of management for a certain class of activities involving knowledge. The second concerns the scope and limits of technology for the same class of activities. The third concerns the issue of knowledge market. The thesis we develop is that knowledge cannot be taken as a commodity; in other words, the notion of a knowledge market is not implementable.

The Role of Information and Communication Technologies in Knowledge Management

2008 ◽  
pp. 36-45
Author(s):  
Irma Becerra-Fernandez ◽  
Rajiv Sabherwal
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Complex Processes ◽  
Rapid Changes ◽  
Growth Of Knowledge ◽  
Information And Communication ◽  
Structural Mechanisms ◽  
Role Of Information

Rapid changes in the field of knowledge management (KM) have to a great extent resulted from the dramatic progress we have witnessed in the field of information and communication technology. ICT allows the movement of information at increasing speeds and efficiencies, and thus facilitates sharing as well as accelerated growth of knowledge. For example, computers capture data from measurements of natural phenomena, and then quickly manipulate the data to better understand the phenomena they represent. Increased computer power at lower prices enables the measurement of increasingly complex processes, which we possibly could only imagine before. Thus, ICT has provided a major impetus for enabling the implementation of KM applications. Moreover, as learning has accrued over time in the area of social and structural mechanisms, such as through mentoring and retreats that enable effective knowledge sharing, it has made it possible to develop KM applications that best leverage these improved mechanisms by deploying sophisticated technologies.

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.

Developing Business Aligned Knowledge Management Strategy

2011 ◽  
pp. 2631-2645
Author(s):  
El-Sayed Abou-Zeid
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Strategic Alignment ◽  
Strategic Choices ◽  
Knowledge Management Strategy ◽  
Knowledge Strategy ◽  
Alignment Model ◽  
Knowledge Strategies ◽  
The Relationship

With the growing awareness of the crucial role that knowledge can play in gaining competitive advantage, several issues with regard to knowledge management (KM) initiatives have challenged executives. The articulation of the relationship between an organization’s competitive strategy and its knowledge strategy is the most eminent. This chapter addresses the issue of how to align knowledge strategy with enterprise business strategy. Based on the premise that the realization of business value from KM investments requires alignment between business and knowledge strategies, the issue is addressed by developing a strategic alignment model for KM. This model, which is based on the Henderson-Venkatraman strategic alignment model, includes the external domains (opportunities/threat) and internal domains (capabilities/arrangements) of both business (B-) and knowledge (K-) strategies and the relationships between them. Furthermore, it provides alternative strategic choices. The model is used to study a KM initiative at Buckman Laboratories.

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