A Content-Incentive-Usability Framework for Corporate Portal Design

2011 ◽  
pp. 182-187
Author(s):  
Akhilesh Bajaj
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Theory Of The Firm ◽  
Product Domain ◽  
Knowledge Based

The knowledge based theory of the firm argues that firms obtain competitive advantage by creating, storing and applying knowledge (Jayatilaka, Schwarz, & Hirschheim, 2003). According to Grant and Baden-Fuller (1995), a firm’s ability to leverage knowledge held by members in the organization is dependent on first, the ability of the firm to create an infrastructure to access this knowledge, transfer it and make it available to others. A second determinant is the extent to which the knowledge that is captured matches with the product domain of the firm.

scholarly journals Determinants of causal ambiguity and difficulty of knowledge transfer within the firm

2013 ◽  
Vol 19 (6) ◽  
pp. 742-755 ◽  
Author(s):  
Ugur Uygur
Keyword(s):  
Knowledge Transfer ◽  
Best Practices ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Sustainable Competitive Advantage ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Causal Ambiguity ◽  
New Framework

AbstractThe knowledge-based view of the firm portrays knowledge assets as the basis of sustainable competitive advantage. However, leveraging the knowledge available to the firm is not straightforward. The transfer of best practices within the firm or the replication of a certain routine poses challenges for managers. Causal ambiguity of knowledge makes it difficult to transfer practices into other contexts within the firm. In this paper, a new framework is proposed that identifies four antecedents to causal ambiguity: complexity, tacitness, relevance to the existing knowledge base, and the locality of knowledge. The paper concludes with the implications of the framework.

Knowledge Management Activities, Models and Frameworks

2021 ◽  
Author(s):  
Raphaela Stadler
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Theory Of The Firm ◽  
Work Processes ◽  
High Quality ◽  
Knowledge Based ◽  
The Future ◽  
Knowledge Intensive

The knowledge-based theory of the firm is centred on two key principles: first, knowledge can be a source of competitive advantage, especially if it is difficult to replicate and copy, if it is organisation-specific, and directly related to the organisation’s products, services or processes. Second, the sharing of information and knowledge within organisations is believed to be more effective than within markets (Hislop et al., 2018). Furthermore, if knowledge is considered the most important asset for achieving competitive advantage in an organisation (where competencies, capabilities and skills are more important than other types of assets and resources), then the organisation can be defined as ‘knowledge intensive’. Or, as Nonaka and Takeuchi (1995: 7) famously argued, “the future belongs to people who use their heads instead of their hands.” Knowledge-intensive firms can be described as companies with work that is intellectual and where the workforce consists of well-qualified employees. They can also be different to other, non-knowledge-intensive firms, in terms of their structure (i.e., less hierarchical), the character of their workforce, products and services (e.g., non-standardised products, high quality services, such as memorable experiences), as well as the nature of the work processes themselves (i.e., complex, creative, requiring collaboration between different teams and departments) (Alvesson & Kaerreman, 2001; Hislop et al., 2018). Taking these characteristics into account, event organisations can to some extent be classified as ‘knowledge-intensive’ and it is therefore important to effectively manage knowledge management activities and processes within these organisations.

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

Knowledge transfer roles of subsidiaries in MNCs’ networks

2019 ◽  
Vol 29 (4) ◽  
pp. 329-346 ◽  
Author(s):  
Cigdem Baskici
Keyword(s):  
Knowledge Transfer ◽  
Single Case ◽  
Research Question ◽  
Hierarchical Structures ◽  
Knowledge Flows ◽  
Consumer Electronics ◽  
Knowledge Network ◽  
Content Type ◽  
Knowledge Based

Purpose Although there have been a considerable number of studies regarding subsidiary role typology in multinationals’ management literature, there appear to be few studies that consider knowledge-based role typology from the network-based perspective. The purpose of this study is to fill this gap and extend the study of Gupta and Govindarajan (1991). Thus, the study focuses on answering the following research question: Do subsidiaries have different roles in terms of knowledge flows within a multinational company (MNC)? Design/methodology/approach This empirical study has been carried out as an explorative single case study. An MNC with 15 foreign subsidiaries headquartered in Turkey, which operated in the manufacturing of household appliances and consumer electronics, has been selected as the case. Knowledge transfer is analyzed in this MNC from the network perspective. Findings Four role typologies are detected for subsidiaries of the MNC: collector transmitter, collector diffuser, converter transmitter and converter diffuser. Research limitations/implications Findings of this study are specific to this case. Testing the findings in a sample consisting of subsidiaries of MNCs producing transnational products may contribute to the generalizability of these roles. Practical implications This study offers potentially important findings for MNC managers to use. First, in this study, knowledge flows' route could be defined within MNCs’ dual network. Second, role typologies could inform MNC managers to design their MNCs’ knowledge network. Originality/value The suggested typologies are expected to more accurately define the roles of subsidiaries within contemporary MNCs which are accepted to be transformed from hierarchical structures to network-based organizations.

Research of Knowledge Transfer Mechanisms and Environmental Uncertaint towards Renewable Energy in Thailand

2014 ◽  
Vol 522-524 ◽  
pp. 1850-1852
Author(s):  
Chun Wang Tsou ◽  
Pakarapong Supakarapongkul ◽  
Saksit Pornjirattikal ◽  
Yin Tsuo Huang
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Environmental Uncertainty ◽  
Project Managers ◽  
Dynamic Capability ◽  
Future Research ◽  
Knowledge Transfers ◽  
Energy Companies ◽  
The Relationship ◽  
Transfer Mechanisms

This explanatory research explores the relationship among environmental uncertainty, knowledge transfers mechanisms, dynamic capability, and competitive advantage. A total of 235 project managers employed by energy companies in Thailand were invited to participate in the study. The findings indicated that (a) through knowledge transfer mechanisms, project teams could develop an energy enterprises core competence and build its competitive advantage, (b) the relationship between environmental uncertainty and knowledge transfer mechanisms is negative, and (c) dynamic capability and competitive advantage have a positive relationship. The limitations of the study regarding generalization, and recommendations for future research to replicate the study in other countries, are also included.

scholarly journals Management Methods and Concepts for Building Competitive Advantage in Hospitality Companies

2014 ◽  
Vol 21 (3) ◽  
pp. 178-183
Author(s):  
Beata Gierczak
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Emerging Market ◽  
Final Part ◽  
Management Process ◽  
Practical Application ◽  
The Core ◽  
Knowledge Based ◽  
Management Concepts ◽  
Market Management

Abstract Introduction. Competitive advantage determines the success of modern enterprises, such as hospitality companies, on the market. In turn, competitive advantage is gained as the result of skillful management, taking into account the factors that characterize the company environment. In the management process, methods and concepts that, when properly applied, facilitate the company's innovative activities play the key role, thus contributing to building competitive advantage. The purpose of this paper is to specify and characterize the methods and management concepts most commonly used by hospitality companies in the process of building competitive advantage. The core benefit of these considerations is that they serve to identify those activities of hospitality companies in which the analyzed methods and concepts found practical application. The final part of the article is devoted to an attempt to identify barriers and problems that significantly limit the use of these methods and concepts. Material and methods. In order to achieve this objective, a survey and interviews were carried out in all three- and four-star hotels in the Rzeszów area in the first quarter of 2012. Results. The results revealed that the concept most commonly used by hoteliers was knowledge-based organization (knowledge management), followed by outsourcing, benchmarking and internal competition, respectively. Conclusions. The study also demonstrated that the managers of these hospitality companies significantly lacked substantive knowledge of emerging “market” management methods and concepts.

scholarly journals BİLGİ TABANLI YENİ EKONOMİDE BİLGİ YÖNETİMİ VE YENİLİKÇİ İŞLETMELER

2018 ◽  
Vol 6 (3) ◽  
Author(s):  
Saadet Ela PELENK
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Information Acquisition ◽  
Organizational Innovation ◽  
Continuous Learning ◽  
Significant Positive Effect ◽  
Technological Changes ◽  
Knowledge Based ◽  
The Relationship ◽  
Positive Effect

Economic, social, cultural and technological changes increase the importance of information. It is possible for organizations to adapt to change, by sharing up-to-date information. Knowledge-based new economies which consist dynamic market conditions, network-based organizational structure, continuous learning, digitalization, innovations and innovative businesses as competitive advantage source, corporate knowledge management has a strategic importance. Th eaim of this research is to determine the relationship among innovation and sub-dimensions of knowledge management as "information acquisition” and “education and communication". For this purpose, a survey was conducted with 120 employees of 3 innovative organizations that operate in various sectors. According to the results of the research, the acquisition of information has a significant positive effect on organizational innovation (β=0,29; t=3,10; p<0,05); education –training and communication variables have no significant effect on organizational innovation (p>0,05).

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.

The Knowledge-Based Theory of the Firm and the Question of Firm Boundaries

2013 ◽  
pp. 137-150
Author(s):  
Pedro López Sáez ◽  
José Emilio Navas López ◽  
Gregorio Martín de Castro ◽  
Jorge Cruz González
Keyword(s):  
Theory Of The Firm ◽  
Firm Boundaries ◽  
Knowledge Based
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