Promoting Participation in Communities of Practice

2011 ◽  
pp. 407-418 ◽  
Author(s):  
Carolyn W. Green ◽  
Tracy A. Hurley
Keyword(s):  
Communities Of Practice ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Organization Theory ◽  
Entrepreneurial Activity ◽  
Social Forces ◽  
Sustainable Competitive Advantage ◽  
Organizational Boundaries ◽  
Goods And Services ◽  
Knowledge Based

One of the emerging themes in recent organization theory and strategic management research has been the central role that knowledge plays in organizational performance. Grant (2001), for example, looks at the advantages of a knowledge-based perspective in organization theory, focusing on knowledge as the critical resource in the production of goods and services. Similarly, Teece (2001) notes an “increasing recognition that the competitive advantage of firms depends on their ability to create, transfer, utilize and protect difficult to imitate knowledge assets” (p. 125). Nonaka, Toyama, and Konno (2001) claim that continuously creating knowledge is the reason for a firm’s existence, noting widespread acceptance of the view that the ability to create and utilize knowledge is the most important source of a firm’s sustainable competitive advantage. More recently, Simsek (2003), taking a knowledge-based view of the firm, has argued that firms with superior knowledge systems are better able to identify, take advantage of, and create information asymmetries in their competitive environments. Simsek’s study found that knowledge-based capabilities were associated with more entrepreneurial activity, which was in turn related to higher levels of firm performance. Interest in how knowledge affects organizational performance has also turned to a consideration of the role communities of practice play in increasing the knowledge-based capabilities of organizations. Brown and Duguid (2001), exploring contradictions associated with the tendency for knowledge to leak across organizational boundaries, focus on practice as the key to understanding the communities that connect professionals in their shared development of knowledge. They note: ...what individuals learn always and inevitably reflects the social context in which they learn it and in which they put it into practice. When learning a job is at issue, this context usually includes the firm as a whole, immediate colleagues, and the relevant discipline or profession (as well as idiosyncratic external social forces bearing on each individual). (p. 200)

Incorporating Knowledge Sharing As a Sustainable Competitive Advantage with Business Processes

2013 ◽  
Vol 3 (3) ◽  
pp. 41-53
Author(s):  
Maziar Azimzadeh Irani ◽  
Mohd Zulkifli Mohd Ghazali ◽  
Hassan Mohd. Osman
Keyword(s):  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Business Process ◽  
Business Processes ◽  
Management Decision ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Management Decision Making

Objective - This paper aims to clarify the importance of knowledge sharing application in businesses, and to illuminate the effect of knowledge sharing as the key compartment of knowledge management on business process and organizational performance based on current research. Finally, this paper endeavours to suggest a model and some recommendation for future research. Methodology/Technique - A qualitative method based on a comprehensive search of numerous leading databases has been utilized for the purpose of this study. Findings - Knowledge sharing influences organizational performance from diverse aspects like; management, decision making, and production procedure. In knowledge based societies, the ability of a company to create, sustain, and communicate knowledge has a major impact on its performance. Knowledge sharing is the basis of competitive advantage due to its implicit dimension and the complexity to imitate or substitute. Therefore, companies who are capable of achieving a successful knowledge sharing are likely to perform better. Novelty - Knowledge sharing affects business overall performance. Therefore, knowledge sharing should be incorporated into business processes in order to maintain a business, organizational performance at a competitive level. Type of Paper: Review Keywords: Knowledge Sharing; Business Process; Organizational Performance;Organizational Success; Competitive Advantage.

Performance Implications of Pure, Applied, and Fully Formalized Communities of Practice

2011 ◽  
pp. 3053-3058
Author(s):  
Siri Terjesen
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Organizational Performance ◽  
Situated Learning ◽  
Sustainable Competitive Advantage ◽  
Informal Networks ◽  
Management Tools ◽  
Original Intent ◽  
Knowledge Based ◽  
Business Units

Interest in knowledge-based perspectives on the firm has grown in both practitioner and academic realms, spurred by management bestsellers such as Senge’s Fifth Discipline (1990) and the acknowledgement that intangible assets are key to the firm’s sustainable competitive advantage. Knowledge management tools and processes are used by organizations to identify, create, represent, and distribute knowledge for reuse, awareness, and learning. One component of knowledge management is the “communities of practice” (CoPs) concept. CoPs are informal networks of individuals who possess various levels of a common capability and apply their knowledge in pursuit of a similar endeavor (Brown & Duguid, 1991). For example, Xerox technicians solve problems by relying on informal communication with colleagues in addition to formal user user manuals. Created as a response to bureaucratization, CoPs emerge from individuals’ passions for a particular activity and the term is used to describe a formal of organization that is distinct from traditional formal boundaries around geographic and functional business units or other institutional affiliations and divisions. For the most part, managers use the CoP concept to encourage informal, situated learning (e.g., Hildreth & Kimble, 2004). However, some managers developed highly formalized structures with regulated membership, prescribed roles, scheduled meetings, and technical tools. This formalization distorts the original concept—that CoPs are created as a response to bureaucracy and are, by definition, emergent. The formalization of CoPs defeats both the original intent and the ability to reap full benefits for the firm. The chapter reviews three models of communities of practice — pure, applied, and formalized — and explores how coordination, opportunity, and knowledge flow costs in formalized CoPs can impede organizational performance.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

scholarly journals The Theoretical Embedding Of Born Globals: Challenging Existing Internationalization Theories

2014 ◽  
Vol 14 (1) ◽  
pp. 39
Author(s):  
Ricarda B. Bouncken ◽  
Felix Schuessler ◽  
Sascha Kraus
Keyword(s):  
Competitive Advantage ◽  
Underlying Mechanism ◽  
Learning Processes ◽  
Sustainable Competitive Advantage ◽  
Born Globals ◽  
Resource Based View ◽  
Knowledge Based ◽  
A Company

This article examines the embedding of the phenomenon of Born Globals into three existing theories of the firm. The model of Born Globals deals with young companies that begin shortly after their foundation to internationalize. The Uppsala Internationalization Model helps to delimit the concept of Born Globals from existing internationalization models and to highlight their special features. The resource-based view takes up the integration of knowledge as the key resource of Born Globals and explains the underlying mechanism with which a company achieves a sustainable competitive advantage from a bundle of resources. The knowledge-based view is concerned with the generation of knowledge and explains the learning processes that are performed by the entrepreneur. A recurring theme could be identified and contains the following elements which interconnect the three theories of the firm with the concept of Born Globals - knowledge as a key resource, learning, and integration of knowledge into organizations.

Strategi Pengelolaan SDM dalam Peningkatan Kinerja Perusahaan Berkelanjutan di Era Industri 4.0

2020 ◽  
Vol 2 (1) ◽  
pp. 159-168
Author(s):  
Johan Oscar Ong ◽  
Masyhudzulhak Mahazan
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Human Resource ◽  
Technology Development ◽  
Core Competencies ◽  
Management Strategies ◽  
Sustainable Growth ◽  
Success Factor ◽  
Sustainable Competitive Advantage ◽  
Generation Z

The industrial growth and technology development need competent human resource in every business organization. The presence of millennial and Generation Z has increasingly dominated workforce presenting a new challenge for organizations to provide work climate that supports their development. It has been surveyed that millennial generation is tech savvy but less patient to stay in an organization. The ability to retain and develop millennial and generation Z is the organization's key success factor to continuously improve its business performance and sustainable growth. The new approach HR management strategies are needed to make sure achieving the business outcome (growth revenue, growth profit, lower cost). The Framework of Organizational Sustainability Model in era 4.0 is designed to map out the HR strategies in order to achieve a sustainable competitive advantage. The organizational key drivers would be the input for this model to support employee core competencies so as to give their outstanding performance and increase productivity. Having skills and experience are not enough for employees, they have to make a commitment and well motivated that is shaped by a strong organizational culture and climate. The current research has provided AMO (Ability, Motivation, Opportunity) model approach to support for the key theoretical propositions. The study is imperative for practitioners and organizations since it offers Human Resource Management strategies as a suggestions and guidelines to develop human capital for improving organizational performance and for gaining sustainable competitive advantage.

The Role of Medical Tourism in Emerging Markets

2015 ◽  
pp. 89-109 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Emerging Markets ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Business Performance ◽  
Medical Tourism ◽  
Strategic Plan ◽  
Sustainable Competitive Advantage

This chapter reveals the role of medical tourism (MT) in emerging markets, give an overview of tourism, medical tourism, and emerging markets; discusses the advancement of medical tourism in emerging markets; the significance of medical tourism in emerging markets; and the characteristics of medical tourism in emerging markets. The execution of medical tourism is essential for modern organizations that seek to serve suppliers and customers, enhance business performance, reinforce competitiveness, and gain ordinary success in emerging markets. Thus, it is essential for modern organizations to consider their medical tourism applications, create a strategic plan to consistently investigate their dynamic promotion, and instantly respond to the needs of medical tourists in emerging markets. Understanding medical tourism will significantly improve organizational performance and achieve sustainable competitive advantage in emerging markets.

Mastering Sustainable Tourism and Rural Tourism in the Global Economy

2017 ◽  
pp. 53-76 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Sustainable Development ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Global Economy ◽  
Business Performance ◽  
Sustainable Tourism ◽  
Strategic Plan ◽  
Rural Tourism ◽  
Sustainable Competitive Advantage ◽  
Customer Requirement

This chapter explains the overviews of tourism, sustainable development, sustainable tourism, and rural tourism; the perspectives on rural tourism destination; rural tourism and entrepreneurship; the importance of sustainable tourism in the global economy; and the importance of rural tourism in the global economy. The fulfillment of sustainable tourism and rural tourism is necessary for modern tourism organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve continuous success in the global economy. Therefore, it is essential for modern tourism organizations to promote their sustainable tourism and rural tourism and develop a strategic plan to regularly check their practical advancements toward satisfying customer requirement. The chapter argues that promoting sustainable tourism and rural tourism has the potential to enhance organizational performance and gain sustainable competitive advantage in the global economy.

Examining the Roles of Job Satisfaction and Organizational Commitment in the Global Workplace

2017 ◽  
pp. 148-176 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Essential Role ◽  
Sustainable Competitive Advantage ◽  
Organizational Goals ◽  
The Relationship

This chapter describes the concepts of job satisfaction and organizational commitment; the relationship between job satisfaction and organizational commitment; the significance of job satisfaction in the global workplace; and the significance of organizational commitment in the global workplace. Job satisfaction is important from the perspective of maintaining appropriate employees within the organization. Organizational commitment plays an essential role in determining whether employees will stay with the organization and enthusiastically work toward organizational goals. Retention of employees is one of the most significant outcomes of organizational commitment. The chapter argues that encouraging job satisfaction and organizational commitment has the potential to increase organizational performance and gain sustainable competitive advantage in the global workplace.

Sustainable Competitive Advantage With the Balanced Scorecard Approach

2019 ◽  
pp. 1415-1428
Author(s):  
Jorge Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
External Factors ◽  
Sustainable Competitive Advantage ◽  
The Balanced Scorecard ◽  
Fundamental Goal ◽  
The Subject ◽  
Internal Sources

Why are some firms more successful than others? This question has been intensely debated by strategic management researchers over the last 30 years. Competitive advantage is recognized as being the major cause for explaining top organizational performance and is a fundamental goal of academic strategic management studies. Recently, there has been an increasing amount of empirical research on the subject of competitive advantage and about distinguishing competitive advantage from organizational performance. The relevance of competitive advantage is not simply determined by external factors, but also by those internal sources that have been considered critical for successful organizations.

Intellectual Capital

2010 ◽  
pp. 237-252 ◽  
Author(s):  
Maria do Rosário Cabrita ◽  
Virgílio Cruz Machado ◽  
António Grilo
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Sustainable Competitive Advantage ◽  
Central Question ◽  
Organisational Performance ◽  
Holistic Model ◽  
Knowledge Based ◽  
Study Support ◽  
Key Driver ◽  
Strategic Perspective

With the rise of the “new economy”, knowledge became a most valuable resource. Accepting knowledge as a resource suggests that knowledge can be acquired, transferred, combined and used, and it may be a potential source of sustainable competitive advantage. In this context, knowing how an organization creates value, based on its potential of knowledge, became a central question in management research. Under a strategic perspective, knowledge that creates value is defined as intellectual capital, the application of which will give organisations sustainable competitive advantage. Therefore, identifying, measuring and managing intellectual capital is crucial for corporate innovation and competitiveness. The purpose of our study is to examine the interrelationships and the effects of interaction between intellectual capital components and organisational performance, and defines how knowledge creates value. The study is developed in the context of Portuguese banks, an industry where differentiation of products and services almost exclusively hinges on the continuous rejuvenation of the underlying knowledge base. Empirical findings from this study support the propositions that intellectual capital is a key driver of organisational performance and that a knowledge-based perspective holds a more holistic model of organisations’ value creation.

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