Knowledge Organizations and Dynamic Organizational Capabilities

2012 ◽  
pp. 84-105
Keyword(s):  
Knowledge Organization ◽  
Organizational Capabilities ◽  
Business Services ◽  
Knowledge Based ◽  
Innovative Capabilities ◽  
Level Of Knowledge ◽  
Knowledge Intensive ◽  
Evolutionary Growth ◽  
Core Capabilities ◽  
Knowledge Organizations

In this chapter, the authors first define a knowledge organization in the context of the knowledge-based view of the firm described in chapter 1. As business intelligence has emerged as a key pillar of highly competitive knowledge organizations, its use as a foundation for knowledge creation and application in service business is then discussed. This is followed by a discussion of the evolutionary growth model of knowledge organization, highlighting that superior innovative capabilities are closely linked to learning organization, the most mature level of knowledge organization. The second part of this chapter then describes the interrelationships between knowledge and core capabilities or competencies. Finally, the authors review example characteristics of knowledge intensive business services to prepare the groundwork for chapter 4, which will treat the basic service principles and theories in detail.

Knowledge Organizations

2011 ◽  
pp. 451-458 ◽  
Author(s):  
Daniel L. Davenport ◽  
Clyde W. Hosapple
Keyword(s):  
Knowledge Management ◽  
World Bank ◽  
Knowledge Based ◽  
Complementary Approach ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Knowledge Organizations

An important endeavor within the field of knowledge management (KM) is to better understand the nature of knowledge organizations. These are variously called knowledge-based organizations, knowledge-centric organizations, knowledge-intensive organizations, knowledge-oriented organizations, and so forth. One approach to doing so is to study the characteristics of specific organizations of this type such as Chaparral Steel (Leonard-Barton, 1995), Buckman Labs, World Bank, or HP Consulting (O’Dell, 2003). A complementary approach is to study various frameworks that have been advanced for systematically characterizing the elements, processes, and relationships that are found in knowledge organizations. Here, we examine three such frameworks that are representative of the variety in perspectives that have been advocated for understanding the nature of knowledge organizations. These frameworks share a view that sees knowledge as a key organizational asset that enables action. However, they differ in emphases (e.g., asset vs. action) and constructs.

scholarly journals KNOWLEDGE INTENSIVE BUSINESS SERVICES AND THEIR ECONOMIC ROLE IN EUROPEAN UNION: A BRIEF ANALYSIS

2020 ◽  
Vol 5 (1) ◽  
pp. 72-85
Author(s):  
Daniel Badulescu ◽  
Alina Badulescu ◽  
Sebastian Sipos-Gug ◽  
Anamaria Diana Herte ◽  
Darie Gavrilut
Keyword(s):  
Economic Activity ◽  
Manufacturing Sector ◽  
Decisive Role ◽  
Business Services ◽  
Economic Role ◽  
Knowledge Intensive Business Services ◽  
Complex Relation ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Intensive

The decisive role of the knowledge-based economy, and the importance of the ventures fostering the use of innovation and incorporating knowledge, high technology and creativity are nowadays worldwide recognised, even more so considering that the EU is in a permanent search for innovation as a source of and for competitiveness. Knowledge Intensive Business Services (KIBS) are expected to play a key role in the knowledge-based economy as a source of innovation and knowledge in production, dynamic hubs in knowledge-related networks, or intermediaries of innovation between the manufacturing sector and suppliers, partners and final consumers. Within this context, in the present paper we aim to investigate the complex relation between the knowledge intensive business services (KIBS) and the imperative of fostering the economic activity, both of the entrepreneurial dynamics and their macroeconomic effects. The analysis, performed at EU level, leads to interesting results, revealing a complex but contradictory relation between KIBS and economic activity, which is measured by the following main indicators: entrepreneurial density and macroeconomic dynamics.

scholarly journals KNOWLEDGE-INTENSIVE BUSINESS SERVICES AS IMPORTANT SERVICES FOR INNOVATION AND ECONOMIC GROWTH IN SLOVAKIA

2016 ◽  
Vol 4 ◽  
pp. 042-047 ◽  
Author(s):  
Tatiana Čorejová ◽  
Mario Al Kassiri
Keyword(s):  
Economic Growth ◽  
Positive Impact ◽  
Transfer Of Knowledge ◽  
Highly Qualified ◽  
Business Services ◽  
Knowledge Intensive Business Services ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Intensive ◽  
The Impact

This paper illustrates the importance of Knowledge-intensive business services (KIBS) as a source of innovation and economic growth. In the article, we explain the impact of KIBS on innovation, the importance of KIBS as a support in economic growth, its positive impact on employment and important role in the knowledge-based economy of Slovakia. This paper shows KIBS as important for innovation processes provided by institutions, such as universities, where the most important part involves research and development. Low support in services such as KIBS may cause decreases in availability of highly qualified employees and output of knowledge for innovation. Productivity and economic growth are largely dependent on fast growing technological progress and transfer of knowledge. Innovation can lead to a reduction in manual workers on one hand, while on the other  qualified employees will be needed for processes in the new applied technology. In order to fully understand the rapid growth of innovation and KIBS, we analyzed the correlation and number of scientists of its population in the EU countries.

Singapurs Weg in die Wissensökonomie

2006 ◽  
Vol 50 (1) ◽  
Author(s):  
Matthias Kiese
Keyword(s):  
Policy Recommendations ◽  
Business Services ◽  
Knowledge Intensive Business Services ◽  
Knowledge Based ◽  
Innovation Surveys ◽  
Knowledge Based Economy ◽  
Knowledge Intensive ◽  
City State ◽  
The City

Singapore’s road to a knowledge-based economy. The role of knowledge-intensive business services in the national system of innovation. In 1998, Singapore’s government announced its vision to transform the city state into a knowledge-based economy (KBE) through a gradual shift from value adding to value creation. As both users and producers of knowledge, knowledge-intensive business services (KIBS) are commonly seen as a cornerstone of the KBE. After assessing the development, size and structure of Singapore’s KIBS sector, we use data from innovation surveys of manufacturing and KIBS firms to assess the latter’s dual role as innovators and bridges for innovation. Our results allow us to point out policy recommendations and sketch possible avenues for further research.

Knowledge Organizations

2011 ◽  
pp. 2036-2046
Author(s):  
Daniel L. Davenport ◽  
Clyde W. Hosapple
Keyword(s):  
Knowledge Management ◽  
World Bank ◽  
Knowledge Based ◽  
Complementary Approach ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Knowledge Organizations

An important endeavor within the field of knowledge management (KM) is to better understand the nature of knowledge organizations. These are variously called knowledge-based organizations, knowledge-centric organizations, knowledge-intensive organizations, knowledge-oriented organizations, and so forth. One approach to doing so is to study the characteristics of specific organizations of this type such as Chaparral Steel (Leonard-Barton, 1995), Buckman Labs, World Bank, or HP Consulting (O’Dell, 2003). A complementary approach is to study various frameworks that have been advanced for systematically characterizing the elements, processes, and relationships that are found in knowledge organizations. Here, we examine three such frameworks that are representative of the variety in perspectives that have been advocated for understanding the nature of knowledge organizations. These frameworks share a view that sees knowledge as a key organizational asset that enables action. However, they differ in emphases (e.g., asset vs. action) and constructs.

Knowledge Organizations

2011 ◽  
pp. 822-832 ◽  
Author(s):  
Daniel L. Davenport ◽  
Clyde W. Hosapple
Keyword(s):  
Knowledge Management ◽  
World Bank ◽  
Knowledge Based ◽  
Complementary Approach ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Knowledge Organizations

An important endeavor within the field of knowledge management (KM) is to better understand the nature of knowledge organizations. These are variously called knowledge-based organizations, knowledge-centric organizations, knowledge-intensive organizations, knowledge-oriented organizations, and so forth. One approach to doing so is to study the characteristics of specific organizations of this type such as Chaparral Steel (Leonard-Barton, 1995), Buckman Labs, World Bank, or HP Consulting (O’Dell, 2003). A complementary approach is to study various frameworks that have been advanced for systematically characterizing the elements, processes, and relationships that are found in knowledge organizations. Here, we examine three such frameworks that are representative of the variety in perspectives that have been advocated for understanding the nature of knowledge organizations. These frameworks share a view that sees knowledge as a key organizational asset that enables action. However, they differ in emphases (e.g., asset vs. action) and constructs.

scholarly journals A Knowledge-Based Framework for Service Management

2017 ◽  
Vol 16 (04) ◽  
pp. 1750039 ◽  
Author(s):  
John N. Walsh ◽  
Jamie O’Brien
Keyword(s):  
Information And Communication Technologies ◽  
Service Management ◽  
Communication Technologies ◽  
Service Firms ◽  
Business Services ◽  
Knowledge Based ◽  
Information And Communication ◽  
Increasing Knowledge ◽  
Knowledge Intensive

The purpose of this paper is to investigate how information and communication technologies are used for service standardisation, customisation, and modularisation by knowledge-intensive service firms through the development and empirical validation of a knowledge-based framework. This paper uses 59 in-depth interviews, observational data, and document analysis from case studies of three service-related departments in high-technology, multinational knowledge-intensive business services (KIBSs). Prior research does not conceptualise the relationships between service customisation, standardisation and modularisation. This paper seeks to overcome this gap by integrating insights from research on the role played by both knowledge and information and communication technologies (ICTs) to construct and validate a framework to deal with this gap. It outlines the implications for service firms’ use of ICT to deal with increasing knowledge intensity as well as indicating the circumstances under which service knowledge is best customised, standardised and modularised. Further testing in other industries would prove useful in extending the usefulness and applicability of the findings. The originality of the paper lies in developing and validating the first framework to outline the relationship between how service knowledge is customised, standardised or modularised and indicating the associated issues and challenges. It emphasises the role of knowledge and technology. The value of this framework increases as more firms deal with increasing knowledge intensity in the services they provide and in their use of ICTs to reap the benefits of appropriate knowledge reuse.

Collaborative Business Service Modelling in Knowledge-Intensive Enterprises

2016 ◽  
Vol 7 (4) ◽  
pp. 1-22
Author(s):  
Thang Le Dinh ◽  
Thanh Thoa Pham Thi
Keyword(s):  
Relevant Literature ◽  
Vital Role ◽  
Business Service ◽  
Business Services ◽  
Conceptual Foundation ◽  
Service Levels ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Service Modelling ◽  
Knowledge Intensive

Nowadays, knowledge-intensive enterprises, which offer knowledge-based products and services to the market, play a vital role in the knowledge-based economy. In the global networked age, collaborative business services have raised as one of the most important knowledge-intensive services that help enterprises to gain the competitive advantage. These services greatly depend on the ability to use network architectures to collaborate efficiently with business partners. This paper introduces the KB-CBSM (Knowledge-Based Collaborative Business Service Modelling) approach, which aims at providing a conceptual foundation for modelling effectively and improving incrementally collaborative business services in knowledge-intensives enterprises. The paper begins by presenting the necessity and principles of the KB-CBSM approach. Next, it presents the conceptual foundation that consists of three levels: Service value creation network, Service system and Service levels. The paper continues with a discussion and review of the relevant literature and ends with the conclusion and suggestions for further research.

TAXONOMY OF HRM POLICIES OF KNOWLEDGE-BASED FIRMS: A RESOURCE-BASED EXPLANATION

1999 ◽  
Vol 03 (04) ◽  
pp. 379-395 ◽  
Author(s):  
SOO-HOON LEE
Keyword(s):  
21St Century ◽  
Explicit Knowledge ◽  
Training And Development ◽  
Resource Based View ◽  
Knowledge Assets ◽  
The Core ◽  
Knowledge Based ◽  
Knowledge Requirements ◽  
Knowledge Intensive ◽  
Core Capabilities

This paper argues that as firms compete in an increasingly knowledge-intensive environment in the 21st century, they will need to structure their HR processes and practices to support their internal knowledge assets. Using a resource-based view of the firm, this paper categorises HR policies into a framework that is based on the knowledge requirements and dimensions of the core capabilities of the firm. This framework explains how outsourcing, training and development, teambuilding, and research and development initiatives are mapped for different firms that have different knowledge, skills and ability, as well as tacit and explicit knowledge requirements.

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