Knowledge Development and Protection as Competitive Advantage

2014 ◽  
pp. 244-255
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Development Potential ◽  
Balanced Approach ◽  
Intelligence Operations ◽  
Knowledge Protection ◽  
Do So

This chapter explores the different circumstances facing firms and industries regarding knowledge development and knowledge protection. Contrary to the view that more aggressive knowledge management aimed at knowledge development is good, the authors take a more balanced approach by weighing knowledge development potential against the increased vulnerability resulting from such assets being spread more widely. By identifying industries falling into different development and protection circumstances, they explore what knowledge characteristics (tacitness, complexity, specificity) might characterize those different circumstances. As a result, strategists will be better able to plan investments in knowledge management, in knowledge protection, and in competitive intelligence operations while scholars can better understand when and why to do so.

Knowledge Assets, E-Networks and Trust

2010 ◽  
pp. 2215-2225
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Enterprise Systems ◽  
Decision Makers ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
Individual Firm ◽  
External Knowledge ◽  
Knowledge Protection

Development of knowledge assets and protection of knowledge assets are both complementary and competing concerns for the contemporary business. Each has specific issues related to trust that need to be understood and addressed before an individual firm launches a knowledge management initiative. Further, with important contemporary trends such as enterprise systems, external knowledge management networks, and aggressive competitive intelligence efforts, decision-makers must increasingly evaluate their circumstances and establish the appropriate levels of trust between individuals and the organization and between cooperating organizations. This chapter reviews and elaborates on such issues. It then passes to a consideration of how these concerns might vary by industry, presenting selected data on knowledge development and knowledge protection conditions in a variety of industries.

Knowledge Assets, E-Networks and Trust

2010 ◽  
pp. 1-11
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Enterprise Systems ◽  
Decision Makers ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
Individual Firm ◽  
External Knowledge ◽  
Knowledge Protection

Development of knowledge assets and protection of knowledge assets are both complementary and competing concerns for the contemporary business. Each has specific issues related to trust that need to be understood and addressed before an individual firm launches a knowledge management initiative. Further, with important contemporary trends such as enterprise systems, external knowledge management networks, and aggressive competitive intelligence efforts, decision-makers must increasingly evaluate their circumstances and establish the appropriate levels of trust between individuals and the organization and between cooperating organizations. This chapter reviews and elaborates on such issues. It then passes to a consideration of how these concerns might vary by industry, presenting selected data on knowledge development and knowledge protection conditions in a variety of industries.

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.

Big Data, Knowledge, and Business Intelligence

2018 ◽  
pp. 943-950
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Business Analytics ◽  
The Past ◽  
The People ◽  
Tools And Techniques

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

Assessing Knowledge Management Needs

2011 ◽  
Vol 7 (3) ◽  
pp. 1-10 ◽  
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Knowledge Development ◽  
Management Techniques ◽  
Knowledge Strategies ◽  
Use Of Knowledge ◽  
Management Work

Most knowledge management work encourages practicing managers to pursue ever more knowledge development and sharing. There is an assumption that more knowledge always leads to greater competitive advantage and superior financial performance. Even though this may be the case, it is far from proven, and the application and use of knowledge management techniques may actually be more strategic, with optimal levels of effort and spending determined by differing circumstances. This study investigates these topics by assessing whether knowledge strategies might vary by industry, asset structure, and other potential variables.

scholarly journals Benchmarking Competitive Intelligence Activity

2012 ◽  
Vol 2 (3) ◽  
Author(s):  
Helen N. Rothberg ◽  
G. Scott Erickson
Keyword(s):  
Intellectual Capital ◽  
Research Program ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Scholarly Work ◽  
Strategic Choices ◽  
Financial Reports ◽  
Comprehensive Database ◽  
Knowledge Protection ◽  
Intelligence Activity

This paper reports on results drawn from a comprehensive database formed from public financial reports and a proprietary benchmarking survey conducted by a major competitive intelligence consulting firm.  Our overall aim is to identify different circumstances in which knowledge development and knowledge protection have greater or lesser importance.  Very little work has been done on a industry-wide (or wider) basis concerning intellectual capital and/or competitive intelligence activities in firms and how that may vary according to circumstances.  The wider study and database are designed to better address such questions.   In this study, we look at one piece of this overall research program, specifically how competitive intelligence activity varies in distinctive environments.  Based on these results, as practitioners better understand their environments, they can make better decisions on the level and aggressiveness of their own CI operations as well as on protection and counterintelligence efforts.  The results will also begin to move scholarly work in the field into these new areas of macro studies and strategic choices.

Big Data, Knowledge, and Business Intelligence

2019 ◽  
pp. 569-577
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Business Analytics ◽  
The Past ◽  
The People ◽  
Tools And Techniques

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

Assessing Knowledge Management Needs

2013 ◽  
pp. 180-189
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Knowledge Development ◽  
Management Techniques ◽  
Knowledge Strategies ◽  
Use Of Knowledge ◽  
Management Work

Most knowledge management work encourages practicing managers to pursue ever more knowledge development and sharing. There is an assumption that more knowledge always leads to greater competitive advantage and superior financial performance. Even though this may be the case, it is far from proven, and the application and use of knowledge management techniques may actually be more strategic, with optimal levels of effort and spending determined by differing circumstances. This study investigates these topics by assessing whether knowledge strategies might vary by industry, asset structure, and other potential variables.

Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?

2018 ◽  
Vol 4 (10) ◽  
pp. 110-117 ◽  
Author(s):  
Nibedita Saha
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Development Process ◽  
Knowledge Development ◽  
Organisational Performance ◽  
Km Strategy ◽  
Transfer Capability ◽  
Development Approach ◽  
Organisational Agility

This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.

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