Knowledge Management and Records Management and Competitive Advantage in Business

2017 ◽  
pp. 15-28
Author(s):  
Alphonse Juma ◽  
Nelly Mzera
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Review Literature ◽  
Records Management ◽  
Public And Private ◽  
The Public ◽  
Key Concepts

This chapter does not seek to start or close a debate about Knowledge management (KM) versus Records Management (RM) differences to organisations. Our humble purpose is to review literature and show how KM and RM help organisations to have competitive advantage both from the public and private sectors. The chapter first examines the knowledge and records concept by presenting the definitions to circumscribe their differences. Secondly, an understanding of knowledge management is done by presenting and defining the key concepts. Thirdly, a discussion on the nexus between knowledge management and records management is given by presenting reviews from literature related to the areas. Fourthly, records management and knowledge management in enhancing competitive advantage are discussed. Last but not list, the chapter discusses knowledge management enablers in organisations; and technologies and applications for knowledge management.

Knowledge Management and Electronic Records Management in the Realm of E-Government

2015 ◽  
pp. 166-188 ◽  
Author(s):  
Kelvin Joseph Bwalya ◽  
Saul F. C. Zulu ◽  
Peter Mazebe II Mothataesi Sebina
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Electronic Records ◽  
Records Management ◽  
Extensive Literature ◽  
Full Potential ◽  
Public And Private ◽  
The Public ◽  
Emerging Trends ◽  
Management Approaches

The recent past has seen many interventions aimed at merging traditional records management approaches with emerging trends such as electronic records (e-Records), electronic government (e-Government) and Knowledge Management (KM). This has largely cascaded from the belief that appropriate records management practices may positively contribute to transparency, accountability, efficiency and increased productivity both in the public and private sector business value chains. However, realization of the full potential of records management in the realm of e-Government cannot be achieved if multi-disciplinary factors impacting on records management are ignored when drawing implementation strategies and roadmaps. This chapter utilizes extensive literature reviews to probe the best ways of implementing records management with KM in the public sector in the context of e-Government. The chapter posits that the application of KM is still in its infancy as the concept had yet to take root in the public sector.

Assessing Knowledge Management Processes and Competitive Advantage in Local Authorities using Knowledge Management Assessment Instrument (KMAI)

2014 ◽  
pp. 294-314
Author(s):  
Abu Hassan Abu Bakar ◽  
Wiwied Virgiyanti ◽  
Muhammad Asim Tufail ◽  
Mohamad Nizam Yusof
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Peninsular Malaysia ◽  
Local Authorities ◽  
The Public ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Knowledge Management Processes

For academics and professionals, knowledge management has been widely known as a core agenda and has been recognized as one of the most important sources of competitive advantage. Managing knowledge to achieve organizational performance is not only crucial for private sector institutions, but it is significant for the public sector institutions as well. Since the study of knowledge management in the public sector is still in its infancy, this study is aimed at investigating the relationship between knowledge management processes and competitive advantages in local authorities in Malaysia to raise the awareness of the importance of managing organizational knowledge, particularly in the public sector. For this study, the data was collected from selected Heads of Departments in 42 institutions of local authorities in Peninsular Malaysia and yielded 82 usable responses. The analysis suggests that all six knowledge management processes (knowledge creation, capture, organization, storage, dissemination, and application) have a strong relationship with competitive advantage. This study is expected to raise awareness and provide initial guidelines to local authorities as knowledge-intensive institutions to formulate strategies on how to manage the knowledge management processes within the organization.

scholarly journals The Business Model of Sustainable Competitive Advantage through Strategic Leadership Capabilities and Knowledge Management Processes to Overcome COVID-19 Pandemic

2021 ◽  
Vol 13 (17) ◽  
pp. 9891
Author(s):  
Omar Rabeea Mahdi ◽  
Islam A. Nassar
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Service Industry ◽  
Practical Implication ◽  
Theoretical Framework ◽  
Strategic Leadership ◽  
Sustainable Competitive Advantage ◽  
Public And Private ◽  
Management Processes ◽  
Knowledge Management Processes

In recent decades, particularly during the outbreak of COVID-19, businesses organizations have focused on knowledge management processes in order to attain a sustainable competitive advantage by creating human and social capital as strategic leadership capabilities. This paper aims to develop an integrated conceptual and theoretical framework that connects strategic leadership capabilities, knowledge management processes, and sustainable competitive advantage for the public and private organizations within the service industry. The model approach has been used to build a theoretical framework that predicts the relationships between the variables. To support the link between them, a systematic literature review of traditional and contemporary theoretical and empirical research studies is conducted. Through the combination of the related literature, propositions are established. This conceptual research is primarily comprised of a model and assertions concerning strategic leadership capabilities, knowledge management processes, and sustainable competitive advantage. The outcomes of this study reflect that strategic leadership capabilities can accomplish sustainable competitive advantage. They also have the greatest potential to impact sustainable competitive advantage via engaging the knowledge management processes. Particularly, there are significant implications of this study. Regarding the theoretical implication, it contributes to the resource-based view, knowledge-based view, and knowledge creation theory in supporting strategic leadership capabilities, knowledge management processes, and sustainable competitive advantage. To the practical implication, the study linked the concepts of research variables for public and private enterprises within the service industry. It can also enable strategic leaders and businesses owners to participate in real-time opportunities and determine threats for achieving a sustainable competitive advantage in light of the COVID-19 pandemic. This is a preliminary study of the sustainable competitive advantage literature that includes the concept of strategic leadership as a knowledge management processes enabler for achieving a sustainable competitive advantage. Until now, there has not been any work like it in the literature, save in the qualitative style.

Knowledge Management Initiatives in Indian Public Sector

2014 ◽  
pp. 53-89 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Continuous Process ◽  
The Public ◽  
Km Strategy ◽  
Public Sector Organizations ◽  
The World ◽  
The Common ◽  
The Impact

Today, knowledge management has come to be accepted and recognized as a source of competitive advantage in the private sector. Although Knowledge Management (KM) has been gaining attention all over the world, KM as a discipline is still in its infancy, and adoption of KM is still at its nascent stage when it comes to the Public Sector. It is vital for any organization to understand the concept of KM so as to align its KM strategy with the organization’s strategy. This is all the more important when it is the Public Sector because the impact of Public Sector organizations directly affects the common man. Knowledge creation, generation, and application are a continuous process. Without thorough understanding and awareness of KM, the Public Sector may not be able to reap true and full benefits. This chapter aims to bring a comprehensive understanding of KM application to the Public Sector and through cases recognizes the initiatives of KM in the Indian Public Sector.

scholarly journals Promoting Healthcare Sustainability in Developing Countries: Analysis of Knowledge Management Drivers in Public and Private Hospitals of Pakistan

2019 ◽  
Vol 16 (3) ◽  
pp. 508 ◽  
Author(s):  
Jawad Karamat ◽  
Tong Shurong ◽  
Naveed Ahmad ◽  
Sana Afridi ◽  
Shahbaz Khan ◽  
...  
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Developed Countries ◽  
Healthcare Sector ◽  
Extensive Literature ◽  
Interpretive Structural Modeling ◽  
Private Hospitals ◽  
Public And Private ◽  
Public And Private Hospitals

Investing in a sustainable future has no alternative; the healthcare sector in developing countries has failed to achieve sustainability objectives. Knowledge management (KM) is a concrete application of sustainability in healthcare, as organizations (hospitals) that manage their knowledge assets will gain sustainable competitive advantage. Several organizations in developed countries are moving towards the adoption of knowledge management so that they can manage their knowledge well and improve their performance. Due to the effective implementation of KM in developed countries, developing countries are also considering adopting KM in their healthcare. In this study, an attempt has been made to identify the drivers of KM adoption in public and private hospitals of Pakistan. With the help of an extensive literature review and expert opinion, the drivers were identified and a hierarchical structure was developed. Nineteen drivers were identified and screened out by experts. The experts identified the contextual relationships between the drivers during a brainstorming session. The hierarchical model of the drivers for KM in the healthcare of Pakistan was eventually developed using interpretive structural modeling (ISM). The structure has 10 levels, in which “developed competitive advantage” formed the foundation of the structure and “job creation” and “improvement in the reputation of healthcare” formed the topmost level. The “Matrices d’Impacts Croises Multiplication Appliqué a un Classement” (MICMAC) analysis classified the drivers by categorizing them according to their driving and dependence powers. One driver is identified as autonomous, six drivers as dependent, seven drivers as linkage, and five drivers as independent. The analysis of KM drivers will provide a good understanding of the interdependence and interactions between them and support the effect adoption of KM in developing countries especially in Pakistan.

Knowledge Management Initiatives in Indian Public Sector

2015 ◽  
pp. 1065-1100
Author(s):  
Neeta Baporikar
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Continuous Process ◽  
The Public ◽  
Km Strategy ◽  
Public Sector Organizations ◽  
The World ◽  
The Common ◽  
The Impact

Today, knowledge management has come to be accepted and recognized as a source of competitive advantage in the private sector. Although Knowledge Management (KM) has been gaining attention all over the world, KM as a discipline is still in its infancy, and adoption of KM is still at its nascent stage when it comes to the Public Sector. It is vital for any organization to understand the concept of KM so as to align its KM strategy with the organization's strategy. This is all the more important when it is the Public Sector because the impact of Public Sector organizations directly affects the common man. Knowledge creation, generation, and application are a continuous process. Without thorough understanding and awareness of KM, the Public Sector may not be able to reap true and full benefits. This chapter aims to bring a comprehensive understanding of KM application to the Public Sector and through cases recognizes the initiatives of KM in the Indian Public Sector.

The Integration of Medical Records Management Requirements in ICTs

2020 ◽  
pp. 49-67
Author(s):  
Lungile P. Luthuli ◽  
Trywell T. Kalusopa
Keyword(s):  
South Africa ◽  
Medical Records ◽  
Management Practices ◽  
Private Hospital ◽  
Support Service ◽  
Records Management ◽  
Extensive Literature ◽  
Public And Private ◽  
The Public ◽  
Kwazulu Natal

This study comparatively investigates the integration of medical records management requirements in the ICTs/electronic health systems in two hospitals: a public and private hospital in the Umhlathuze Area, KwaZulu-Natal Province, South Africa. The study made a comparison and examined whether the current management practices support service delivery in the context of the Batho Pele principles. In doing this, the study reviewed extensive literature on records management by assessing the depth of the integration of ICTs in the management of medical records in South Africa. The targeted study sample in both the public and private hospital was 193.

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