scholarly journals The concept of the system approach of the enterprise restructuring process

2019 ◽  
Vol 2 (4) ◽  
pp. 46-70 ◽  
Author(s):  
Henryk Dzwigol
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
System Approach ◽  
Corporate Restructuring ◽  
Management Model ◽  
Enterprise Restructuring ◽  
Knowledge Based ◽  
Restructuring Process

The article presents methodical requirements for the restructuring programme in the context of strategic management and the shaping of strategic forms. The author described the corporate restructuring model as a basis for transformations designed to achieve a knowledge-based organisation. The author attempted to address the following question: How should the knowledge management model be perceived in modern companies? Furthermore, the importance of organisational forms in the corporate restructuring process was underlined. The restructuring process should be carried out on the basis of specific restructuring objectives resulting from the scope of changes.

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.

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).

scholarly journals Knowledge in the business strategy context

2012 ◽  
Vol 52 (No. 1) ◽  
pp. 7-11 ◽  
Author(s):  
I. Tichá ◽  
J. Hron
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Strategic Management ◽  
Business Strategy ◽  
Ministry Of Education ◽  
Knowledge Based ◽  
Concepts Of Knowledge ◽  
Knowledge Support ◽  
Management Thinking

The paper builds on the resource-based approach to the firm and develops it further towards the knowledge-based approach by exploring the importance of knowledge in a modern firm. Various concepts explaining characteristics of knowledge are compared and contrasted in order to contribute to the current strategic management thinking and to stimulate adoption of the concepts of knowledge management in modern businesses. The paper draws from the literature review made within the project Information and Knowledge Support for Strategic Management financed by the Czech Ministry of Education, Youth and Sports.

Leveraging Cognition for Competitive Advantage: A Knowledge-Based Strategy Process

2004 ◽  
Vol 03 (03) ◽  
pp. 259-272 ◽  
Author(s):  
Senthil K. Muthusamy ◽  
Ramaraj Palanisamy
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Practice ◽  
Competitive Advantages ◽  
Strategy Formulation ◽  
Knowledge Based ◽  
Strategy Process ◽  
Cognition And Learning ◽  
The Individual

The organisation that wants to build competitive advantages has to create and leverage its capabilities. One of the central bases for achieving competitive advantage is the organisational capability to create new knowledge and transfer it across various levels and parts of the organisation. Because knowledge is central to strategy formulation and implementation, knowledge management has become a key strategic task facing managers for achieving success in today's complex and dynamic environments. A major challenge facing strategic management is engineering and managing the individual and group level knowledge that facilitates better strategies and invokes commitment. A knowledge management based model of strategy formulation process is presented. Traditional strategy frameworks are evaluated and a comprehensive cognition and learning centered strategy framework is suggested as a better model of strategy formulation and implementation for achieving competitive advantage. The implications of the knowledge-based approach for strategic management practice and research are highlighted.

scholarly journals INNOVATIVE MODELS OF RESTRUCTURING PROCESSES INFRASTRUCTURAL ENTERPRISES

2019 ◽  
pp. 19-28
Author(s):  
V. KISTION
Keyword(s):  
Strategic Management ◽  
Construction Industry ◽  
Financial Support ◽  
Optimal Number ◽  
Capital Investments ◽  
Conceptual Basis ◽  
Enterprise Restructuring ◽  
Construction Enterprises ◽  
Restructuring Process

Purpose. In the article substantiate the expediency of application of the restructuring process in a specialized infrastructure cluster of construction enterprises. Methodology. Taking into account all the specifics of the functioning of infrastructure enterprises and the fund-creating role of the construction industry, it is expedient to realization of the infrastructure scheme of the restructuring process. To solve the problem a scheme has been developed that includes the main stages of the restructuring process which correspond and correlate with the technological features of the functioning of infrastructure enterprises in the construction industry. The directions of restructuring determining the technological optimization functional of a particular enterprise or a group of certain region companies are determined. Findings. The analysis of the operational and strategic management of production, the way to develop and make organizational for decisions is preceded for the restructuring. It is also important to take into account the prospects for renewal and improvement of quality, which precedes for the modernization of production and changes in the structure of capital investments, the transformation of the management system. The new management structure should ensure the optimal number of production units, the hierarchy, the balance of the processes of renewal and maintaining the number of personnel. State financial support for restructuring should be make available only to those enterprises that really have the opportunity to provide financing for non-commercial or non-governmental sources. Originality. It was revealed that commercial enterprises, representing potentially profitable commercial projects, under no circumstances should be considered as objects of state support. Practical value. An infrastructure scheme of enterprise restructuring has been developed, which allows taking into account a number of basic conceptual basis of this process.

scholarly journals INNOVATIVE DIRECTIONS OF THE RESTRUCTURING PROCESS OF CONSTRUCTION ENTERPRISES OF INFRASTRUCTURAL TYPE

2017 ◽  
pp. 13-19
Author(s):  
V. E. KISTION
Keyword(s):  
Strategic Management ◽  
Construction Industry ◽  
Financial Support ◽  
Optimal Number ◽  
Capital Investments ◽  
Conceptual Basis ◽  
Enterprise Restructuring ◽  
Construction Enterprises ◽  
Restructuring Process

Purpose. In the article substantiate the expediency of application of the restructuring process in a specialized infrastructure cluster of construction enterprises. Methodology. Taking into account all the specifics of the functioning of infrastructure enterprises and the fund-creating role of the construction industry, it is expedient to realization of the infrastructure scheme of the restructuring process. To solve the problem a scheme has been developed that includes the main stages of the restructuring process which correspond and correlate with the technological features of the functioning of infrastructure enterprises in the construction industry. The directions of restructuring determining the technological optimization functional of a particular enterprise or a group of certain region companies are determined. Findings. The analysis of the operational and strategic management of production, the way to develop and make organizational for decisions is preceded for the restructuring. It is also important to take into account the prospects for renewal and improvement of quality, which precedes for the modernization of production and changes in the structure of capital investments, the transformation of the management system. The new management structure should ensure the optimal number of production units, the hierarchy, the balance of the processes of renewal and maintaining the number of personnel. State financial support for restructuring should be make available only to those enterprises that really have the opportunity to provide financing for non-commercial or non-governmental sources. Originality. It was revealed that commercial enterprises, representing potentially profitable commercial projects, under no circumstances should be considered as objects of state support. Practical value. An infrastructure scheme of enterprise restructuring has been developed, which allows taking into account a number of basic conceptual basis of this process.

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.

Web-Based Knowledge Management Model

2011 ◽  
pp. 1191-1199
Author(s):  
Pei-Di Shen ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Electronics Industry ◽  
Management Model ◽  
High Tech ◽  
Collective Knowledge ◽  
Web Based ◽  
Knowledge Based ◽  
Family Enterprises ◽  
Knowledge Based Economy

Knowledge is a limitless resource in the knowledge-based economy; therefore, organizations should learn, store, transfer and apply knowledge to add value or gain competitive advantage (Sveiby, 1997). Knowledge management (KM) refers to identifying and leveraging the collective knowledge within the organization for competitive advantage (von Krogh, 1998). However, it is usually discussed and implemented in high-tech industries (e.g., TI, TSMC and Winbond) and the software industry (e.g., Microsoft and Oracle). In Taiwan, the upstream firms or suppliers of the electronics industry (e.g., Winbond and UMC) implement KM in their organizations. As well as the suppliers, the downstream firms or manufacturers (e.g., Quanta and ASUS) also put KM into practice. However, in the intermediaries or distributors, only a meager number of firms really implement KM in their companies. Therefore, we have neglected whether KM is still suitable to implement in the distribution industry. The IC distributors in Taiwan evolved from partnerships or intra-family enterprises into the overall arrangement in Asia, with output value in 2004 beyond $38.7 billion (United States dollars). IC distribution industry outsiders may consider that distributors just transact business, but don’t have their own products, even though the scale of IC distributors has expanded. So an inaccurate notion exists that it isn’t necessary to innovate or put KM into practice therein. In fact, IC distributors have to face not only the rapidly changing upstream firms, but also the variable requirements of downstream customers. Therefore, distributors have to adapt and learn even faster than their suppliers and customers to face the drastically changing and intensely competitive environment.

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