scholarly journals ASSESSING STRATEGIC KNOWLEDGE MANAGEMENT PRACTICES AT THE INSTITUTION OF INDUSTRIAL DEVELOPMENT AND RESEARCH- THE MINISTRY OF IRAQI INDUSTRY (IDRMII)

2020 ◽  
Vol 10 (3) ◽  
pp. 222-234
Author(s):  
Fatimaalaaalddineubayd . ◽  
Atheer Abdullah Mohammed
Keyword(s):  
Knowledge Management ◽  
Industrial Development ◽  
Management Practices ◽  
Strategic Knowledge ◽  
Knowledge Management Practices ◽  
Strategic Knowledge Management

scholarly journals Strategic knowledge management within subsidised entrepreneurial university-industry partnerships

2019 ◽  
Vol 57 (12) ◽  
pp. 3280-3300 ◽  
Author(s):  
Maribel Guerrero ◽  
Fernando Herrera ◽  
David Urbano
Keyword(s):  
Knowledge Management ◽  
Emerging Economies ◽  
Management Practices ◽  
Strategic Knowledge ◽  
Entrepreneurial Universities ◽  
Content Type ◽  
Industry Partnerships ◽  
Knowledge Management Practices ◽  
University Industry ◽  
Strategic Knowledge Management

Purpose The purpose of this paper is to analyse how collaborative/opportunistic behaviours within subsidised university-industry partnerships are influencing the design/implementation of strategic knowledge management practices in emerging economies. Design/methodology/approach The proposed conceptual model was analysed with a retrospective multiple case study approach integrated by four subsidised entrepreneurial universities-industry partnerships of the Incentive Programme for Innovation from 2009 to 2014 in Mexico. Findings Entrepreneurial universities and industrial organisations confirm insights about dual collaborative-opportunistic behaviour within subsidised partnerships. The main effects of behaviours represent an increment in the knowledge management costs during the monitoring stages. The ex ante collaboration agreement anticipated and protected intellectual capabilities. Research limitations/implications This research contributes to the ongoing discussion about public administrations’ opportunistic behaviours in emerging economies (Tripsas et al., 1995), the effectiveness of the innovation and entrepreneurial programmes (Guerrero and Urbano, 2019b), and the link between dual behaviours (collaborative and opportunistic) and knowledge management practices (de Wit-de Vries et al., 2018). Practical implications New questions emerged about the effectiveness of subsidies as new modes of knowledge generation among entrepreneurial universities and industrial organisations, as well as the need for implementing strategic knowledge management practices in the public administration. Social implications For policymakers, the study presents insights about the effectiveness of public resources. Policymakers should understand challenges and re-define/re-incentivize the productive value chain as well as implement mechanisms to control opportunistic behaviours on potential subsidised firms. Originality/value The paper contributes to the academic debate about how entrepreneurial universities and industrial organisations are strategically managing their knowledge when participating in subsidised partnerships in emerging economies.

Towards a framework for strategic knowledge management practice

2016 ◽  
Vol 46 (4) ◽  
pp. 492-507 ◽  
Author(s):  
Fang Huang ◽  
Scott Gardner ◽  
Sanaz Moayer
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Management Practices ◽  
Current Knowledge ◽  
Management Practice ◽  
Strategic Knowledge ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Information And Communication ◽  
Strategic Knowledge Management

Purpose This paper aims to address the limitations of current knowledge management (KM) models by presenting a strategic knowledge management (SKM) framework based on a unique configuration of literature concerned with optimising learning and knowledge creation at the interface between human (soft) and information and communication technology (hard) networks. Design/methodology/approach This paper revisits the key tenets and most frequently cited models in the existing literature, summarises their common elements, clarifies the interrelationships between the hard and soft KM processes and practices and systemically incorporates these previously separate and independent elements into a new integrated conceptual framework. Then, it identifies key organisational factors which could facilitate this integration and leverage the value generated from different systems embedded in this model. Findings The paper highlights the key elements and applications of a new SKM conceptual model for actively and purposefully integrating explicit and tacit knowledge embedded within organisation systems and broader social and business intelligence networks. Practical implications The application of the thinking, organising principles and management practices derived from the SKM framework with its unique characteristics that are hard to substitute or imitate may support improvement and/or innovation of processes, products, services and brands contributing to sustainable competitive advantage of the firm. Originality/value While both hard and soft KM systems have been individually identified by previous studies as integral to KM, the research is amongst the first attempts to explore how to integrate both systems within a strategic KM framework with supporting organisational design principles for creating firm competitive advantage.

scholarly journals Knowledge Management Practices for Sustainable Supply Chain Management: A Challenge for Business Education

2021 ◽  
Vol 13 (5) ◽  
pp. 2956
Author(s):  
Tomas Cherkos Kassaneh ◽  
Ettore Bolisani ◽  
Juan-Gabriel Cegarra-Navarro
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Descriptive Analysis ◽  
Sustainable Supply Chain ◽  
Business Managers ◽  
Environmentally Sustainable ◽  
Critical Resource ◽  
Knowledge Management Practices ◽  
Future Business

In the last decades, business competition has been increasingly among supply chains (SCs) rather than individual firms. Today, considering the challenges of environmental, social, and economic sustainability, it is becoming even more vital to coordinate and co-manage company resources, activities, and innovative efforts at the SC level. Consequently, knowledge, which is a critical resource for companies, needs to be managed properly not only in single firms but also across SCs. For the education of business managers, this implies a double challenge: first, to make students and future executives become aware of the knowledge management (KM) practices that can be adopted; second, to facilitate the assimilation of these practices for the effective management of SCs, to ensure higher economic and environmentally sustainable performances. Standard definitions and classifications can be of great help, but the current studies are very fragmented. This study contributes by exploring the literature and examining the KM practices that are proposed and defined by the different authors. A systematic review and a descriptive analysis of selected papers showed the trend and focus of papers in the KM and SC fields. In addition, based on the definitions and classifications drawn from the literature, this paper discusses a possible systematization of the key KM practices in SCs. The major contribution of this paper is the effort of re-definition and re-classification of KM practices and their potential importance for effective and sustainable SC management. This analysis can be especially useful for organizing KM courses targeted to current and future business managers.

Knowledge management practices for innovation: a multinational corporation’s perspective

2014 ◽  
Vol 18 (5) ◽  
pp. 905-918 ◽  
Author(s):  
Daniel Jiménez-Jiménez ◽  
Micaela Martínez-Costa ◽  
Raquel Sanz-Valle
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Management Practices ◽  
Organizational Innovation ◽  
Multinational Companies ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Reverse Knowledge Transfer ◽  
Knowledge Management Practices ◽  
Different Sources

Purpose – This paper aims to assess the importance of different knowledge management practices to promote organizational innovation in multinational companies. The links among internationalization, reverse knowledge transfer and social capital and organizational innovation are analyzed. Design/methodology/approach – Structural equation modeling was used to check the research hypotheses with a sample of 104 multinational companies. Findings – The results show that internalization has no direct effect on organizational innovation but a indirect effect trhrough the transfer of knowledge from external subsidiaries to the headquarter. Furthermore, this knowledge and other that comes from internal and external social capital is essential for the development of innovations. Research limitations/implications – Self-reporting by the CEOs may be the most significant limitation, as a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables. Practical implications – Organizational innovation is not an easy task. However, those multinational companies which foster knowledge management practices that generate new knowledge from external subsidiaries, internal or external social relationships, will facilitate the generation of innovations. In consequence, these companies should foster the generation of knowledge from different sources. Originality/value – The focus of the study in this paper is on multinational companies and the possibility to acquire knowledge from different sources (inside organization, external local environment and international context). Specially, focus on the transfer of knowledge from subsidiaries to headquarters (reverse knowledge transfer), as it is insufficiently investigated by current literature.

Identifying Conditions to Implement Strategic Knowledge Management in Brazilian Corporations — SKM Math Model Application

2009 ◽  
Vol 08 (01) ◽  
pp. 67-77
Author(s):  
R. C. R. Miranda
Keyword(s):  
Knowledge Management ◽  
Organisational Culture ◽  
Decision Makers ◽  
Strategic Knowledge ◽  
Math Model ◽  
Model Application ◽  
Managerial Style ◽  
Systemic Model ◽  
Systemic Factors ◽  
Strategic Knowledge Management

This is a step forward in researching about Strategic Knowledge Management — SKM. Firstly, an overview of SKM is presented and indicating the three integrative models: conceptual model, mathematical model and systemic model. After that, the SKM math model is deeply described in order to establish a framework to the study. The research objective was to evaluate conditions to implement SKM in Brazilian corporations. Thus, a methodology of four steps was applied: formulating a questionnaire, considering variables related to systemic factors — cognition, technology, organisational culture, managerial style and context — developing a Math Model Software, that was used to collect data and consolidating results by using a MS Excel; preparing a team of researches that comprised 29 students of the Intelligence Competitive MBA in the Universidade de Brasília. The research considered 15 companies in Brazil, mostly public ones, and 56 strategists and decision makers were heard. Results revealed that the conditions are unfavorable to implement SKM model and improvement actions on systemic factors are considerably required.

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

Sign in / Sign up

Export Citation Format

Share Document