The Role of Knowledge Management Strategies in Cooperation Agreements

2017 ◽  
pp. 128-150 ◽  
Author(s):  
Mario J. Donate ◽  
Jesús D. Sánchez de Pablo ◽  
Fátima Guadamillas ◽  
María Isabel González-Ramos
Keyword(s):  
Knowledge Management ◽  
Organizational Design ◽  
Technology Development ◽  
Management Strategies ◽  
Product Diversification ◽  
High Tech ◽  
Management Tools ◽  
Knowledge Management Tools

In this chapter, the role of knowledge management strategies (KMS) in cooperation agreements is analyzed in a technology-intensive company. Knowledge management in alliances implies to establish an organizational design to both explore and exploit knowledge for achieving competitive goals (for each partner). The importance of alliances for technological companies and the necessity of designing suitable KMS in alliances—in terms of objectives and goals, knowledge management tools, and support systems—are explained first of all. Moreover, the analysis of a case study on KMS in the alliances of a high-tech Spanish company with businesses in innovation intensive settings is developed by the authors. Finally, this chapter will conclude with a discussion on the way that the implementation aspects concerning KMS in cooperation agreements have been managed by the company in order to support technology development and product diversification.

Strategic Alliances and Knowledge Management Strategies

2010 ◽  
pp. 240-260
Author(s):  
Mario J. Donate-Manzanares ◽  
Fátima Guadamillas-Gómez ◽  
Jesús D. Sánchez de Pablo
Keyword(s):  
Knowledge Management ◽  
Strategic Alliances ◽  
Management Strategies ◽  
Organizational Knowledge ◽  
Management Tools ◽  
Strategic Design ◽  
A Company ◽  
Knowledge Management Tools

Managing organizational knowledge in alliances implies establishing the best possible strategic design to create, acquire, maintain, transfer, and apply organizational knowledge developed between the partners (or acquired from partners) in order to achieve competitive goals. In this chapter, the role of knowledge management strategy (KMS) in strategic alliances is analyzed in a technology-intensive company. Focusing on this, the importance of alliances for technological companies and the necessity of designing suitable KMSs in alliances–in terms of establishing objectives, knowledge management tools, and support systems–are explained first of all. This is followed by the analysis of a case study of KMS in the strategic alliances of a company currently developing different businesses in technological settings. Finally, a number of conclusions are discussed, based on how the implementation aspects concerning KMS in strategic alliances have been managed and the way they have contributed to the attainment of the company’s objectives and goals.

Knowledge Management for Strategic Alliances

2012 ◽  
Vol 3 (3) ◽  
pp. 1-19 ◽  
Author(s):  
Mario J. Donate ◽  
Fátima Guadamillas ◽  
Jesús D. Sánchez de Pablo
Keyword(s):  
Knowledge Management ◽  
Strategic Alliances ◽  
Management Strategy ◽  
Organizational Knowledge ◽  
Management Tools ◽  
Strategic Design ◽  
A Company ◽  
Knowledge Management Tools

Managing organizational knowledge in alliances implies establishing the best possible strategic design to create, acquire, maintain, transfer, and apply organizational knowledge developed between the partners (or acquired from partners) in order to achieve competitive goals. In this paper, the role of knowledge management strategy (KMS) in strategic alliances is analyzed in a technology-intensive company. The importance of alliances for technological companies and the necessity of designing suitable KMSs in alliances –in terms of objectives and goals, knowledge management tools, and support systems– are explained first of all. Moreover, the analysis of a case study of KMS in the strategic alliances of a company currently developing different businesses in technological settings is developed by the authors. Finally, several conclusions are discussed, based on how the implementation aspects concerning KMS in strategic alliances have been managed and the way they have contributed to the attainment of the company’s objectives and goals.

Governance of Strategies to Manage Organizational Knowledge

2005 ◽  
pp. 83-103 ◽  
Author(s):  
Suzanne Zyngier ◽  
Frada Burstein ◽  
Judy McKay
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Case Study Research ◽  
Scientific Research ◽  
Knowledge Management Strategy ◽  
Internal Governance ◽  
Study Research ◽  
Governance Processes

This chapter introduces the theory and model of governance as a means of implementing knowledge management strategies in large organizations. It draws on case study research into the governance of knowledge management strategy implementation in a major scientific research and development facility. It suggests that the implementation of strategy through such a framework operates to ensure the delivery of anticipated benefits in an authorized and regulated manner. Furthermore, the authors hope that an understanding of the theoretical underpinnings of internal governance processes will not only inform researchers of a better design for studying knowledge management systems, but will also assist in the understanding of risks and the role of evaluation and review in the implementation of those strategies.

Managing Knowledge Diversity in Distributed Organizational Structures

2008 ◽  
pp. 275-298 ◽  
Author(s):  
Claude Paraponaris
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Organizational Structures ◽  
Human Memory ◽  
Management Tools ◽  
Important Conclusion ◽  
Knowledge Diversity ◽  
Knowledge Management Tools ◽  
High Technologies

Knowledge in organizations can be compared with human memory. There is no unique place for creating and conserving knowledge. Knowledge in Multinationals realize it’s potential with various tools of management. The diversity of tools leads to the issue of coordinating levels of management. How managing different tools of KM without disrupting the knowledge creating process? To address this issue we analyses several knowledge management strategies of high technologies industries (computer, telecommunications and pharmacy). In these cases diversity encourages implementation of knowledge management tools. The precision of these tools indicates the firm’s competence in managing and diffusing knowledge. An important conclusion that can be drawn is that several factors (redundancy, diversity, discussion and duration) can reinforce these competences and, in fact: network mechanisms in organization.

From Strategic Management to Strategic Experimentation

2011 ◽  
pp. 30-49 ◽  
Author(s):  
V. K. Narayanan ◽  
Mari W. Buche ◽  
Benedict Kemmerer
Keyword(s):  
Knowledge Management ◽  
Strategy Formulation ◽  
Management Tools ◽  
Technology Knowledge ◽  
Strategic Experimentation ◽  
Strategic Role ◽  
Central Argument ◽  
Role Of It ◽  
Knowledge Management Tools

The new competitive landscape of the 21st century is forcing organizations to move away from traditional conceptualizations of strategy formulation towards an approach of strategic experimentation. The central objective of this chapter is to articulate the requirements that will be placed on IT as organizations move toward strategic experimentation. We base our central argument in contingency theory, which has postulated that to maximize organizational effectiveness, the IT infrastructure must be congruent with organizational structure and processes. Strategic experimentation requires different IT and knowledge management tools to support it than the ones currently prevalent. Information technology, knowledge management, and strategy formulation will have to coevolve for strategic experimentation to fulfill its promise. Each will have to change while maintaining its fit with the other two elements. This gives a renewed mandate for a strategic role of IT in organizations, a role that is central to organizational success.

scholarly journals دور الثقافة التنظيمية في تعزيز عمليات إدارة المعرفة في الشركات العامة : (بالتطبيق على شركة الموانئ الهندسية)‎ الفترة من يناير 2010م إلى يوليو 2011 م

2021 ◽  
Vol 8 (1) ◽  
Author(s):  
الحاج محمد عبود
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Significant Relationship ◽  
Management Tools ◽  
Management Processes ◽  
Engineering Company ◽  
Medium Level ◽  
Knowledge Management Tools

دور الثقافة التنظيمية في تعزيز عمليات إدارة المعرفة في الشركات العامة : (بالتطبيق على شركة الموانئ الهندسية)‎ الفترة من يناير 2010م إلى يوليو 2011 م The study aimed at investigating the role of organizational culture (OC) in consolidating the knowledge of management processes (KMP) in public limited companies (PLC) .The study used the analytical descriptive method.lt contained four themes.. The study achieved the following results: - Implementation of Various elements of (OC) and (KMP)in ports Engineering Company ,scored medium level rate. - Significant relationship was found between all elements of (OC) and elements of (KMP) in (PEC). - The study provided several recommendations and the following are the most impornant: - Activation of knowledge management tools and approaches. - Difusing the culture of knowledge of the field

Sign in / Sign up

Export Citation Format

Share Document