Sharing and Protecting Knowledge

2008 ◽  
pp. 325-339
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Competitive Intelligence ◽  
The Internet ◽  
Knowledge Assets ◽  
Types Of Knowledge

As knowledge management (KM) practice increasingly moves onto the Internet, the field is changing. The Internet offers new opportunities to use knowledge assets, defines new types of knowledge assets, and readily spreads knowledge beyond the borders of the organization to collaborators and others. This potential is tempered, however, by new threats to the security of proprietary knowledge. The Internet also makes knowledge assets more vulnerable to competitive intelligence efforts. Further, both the potential and the vulnerability of knowledge on the Internet will vary according to the nature of knowledge assets (tacitness, complexity, appropriability). Those looking to practice KM must, more than ever, understand their knowledge assets and how to best employ them.

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.

Measuring and Managing Intellectual Capital for both Development and Protection

2011 ◽  
pp. 254-267
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Intellectual Capital ◽  
Additional Data ◽  
Competitive Intelligence ◽  
Strategic Decisions ◽  
Knowledge Assets ◽  
The Core ◽  
Intelligence Activity ◽  
Core Metrics

This chapter considers the strategic management of intellectual capital, balancing the need to develop knowledge assets with the need to protect them. In making more strategic decisions, metrics on the level of intellectual capital and degree of knowledge management necessary to compete in an industry are required, as are those on the threat from competitive intelligence activity. The authors develop the case for appropriate metrics that accomplish these purposes, noting both potential and limitations. The authors also consider alternatives, additional data that could contribute to the usefulness and understanding of the core metrics, and provide suggestions for further research.

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 Peran Media Sosial di Internet pada Penerapan Proses Knowledge Management

2011 ◽  
Vol 2 (1) ◽  
pp. 167
Author(s):  
Sartika Kurniali
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
The Internet ◽  
Knowledge Assets ◽  
Research Results ◽  
New Knowledge ◽  
Management Application ◽  
Business Purpose

Knowledge management application on the internet keeps growing. It happens because the Internet offers new opportunities to use the knowledge assets, defines and spreads type of new knowledge assets, even to outside the organization. On the internet, appear social media that enable internet-based knowledge sharing system. As we know social media is not something new and has undergone many changes that allow for more interactive interaction and much greater number of users now. The research results showes that knowledge management and social media have nearly similar components. This allows the role of social media on the knowledge management application, such as collaboration tools coming with a clear business purpose. 

scholarly journals Penerapan Tahapan Membangun Aplikasi Knowledge Management pada Subdivisi Orafin di PT X

2012 ◽  
Vol 3 (1) ◽  
pp. 421
Author(s):  
Sartika Kurniali
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
The Internet ◽  
Knowledge Assets ◽  
New Knowledge ◽  
Collaboration Tools ◽  
Business Purpose

The application of knowledge management on the Internet keeps growing. This is due to the Internet that offers new opportunities to use the knowledge assets, define the type of new knowledge assets, and spread even outside the organization. The emerging social media is enabling internet-based knowledge sharing system. Social media itself is nothing new, but now has undergone many changes that allow for much interactive interaction and much greater number of users. The results showed that knowledge management and social media contain almost the same components. This allows the role of social media on the application of knowledge management, such as collaboration tools accompanied by a clear business purpose.

Protecting Knowledge Assets

2010 ◽  
pp. 1336-1342
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Optimal Strategy ◽  
Intangible Assets ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
The Past ◽  
Full Development ◽  
Potential Losses ◽  
Digital Nature

In tandem with the growth in knowledge management (KM) interest and practice over the past twenty years, competitive intelligence (CI) activities have also mushroomed. Although knowledge assets benefit from full collection and dispersion, such activities, particularly given their digital nature, also make proprietary knowledge more vulnerable to CI by competitors. Any firm looking to better manage knowledge assets needs to evaluate both the benefits and the potential losses from spreading valuable knowledge more widely. In some cases, the optimal strategy may be refraining from full development of these intangible assets in order to effectively protect them. Strategic firms can also take some fairly simple steps to better protect their knowledge assets.

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.

Knowledge management, Data Science and interlaboratory data in the generation of knowledge assets

2021 ◽  
Author(s):  
Ney Kassiano Ramos ◽  
Cristina Keiko Yamaguchi
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Data Science ◽  
Animal Health ◽  
Decision Making Process ◽  
Knowledge Assets ◽  
Science Technology ◽  
Management Discipline

In this book, the authors propose that information from different animal health laboratories (here known as interlaboratory data), can be examined using the Knowledge Management discipline and Data Science technology, generating knowledge assets, information that can be useful in animal diagnosis, scientific studies and in the laboratories’ decision making process.

scholarly journals Barriers to Knowledge Management in the Health Sector of Pakistan

2018 ◽  
Vol 10 (11) ◽  
pp. 4155 ◽  
Author(s):  
Jawad Karamat ◽  
Tong Shurong ◽  
Naveed Ahmad ◽  
Abdul Waheed ◽  
Shahbaz Khan
Keyword(s):  
Knowledge Management ◽  
Health Care Professionals ◽  
Matrix Multiplication ◽  
Health Sector ◽  
Developed Countries ◽  
Healthcare Industry ◽  
Sustainable Competitive Advantage ◽  
Interpretive Structural Modeling ◽  
Knowledge Assets ◽  
Effective Implementation

Knowledge management (KM) is the source for creating a sustainable competitive advantage, and it helps the organizations to retain, develop, organize and utilize their knowledge. Due to globalization, the organizations must maintain their knowledge assets to survive. Many organizations have realized the potential of KM and are applying it. Since the healthcare industry is growing significantly, it is continuously generating a wealth of knowledge. This knowledge can be recorded, communicated and used by many health care professionals with the help of KM. There is a wealth of research on KM in healthcare of developed countries, but very few studies regarding KM implementation can be found in developing countries i.e., Pakistan. Pakistan is now looking towards the implementation of KM; it is in its initial stages. The implementation of KM in the healthcare of Pakistan is affected by different barriers. In this study, the barriers will be identified and analyzed. An interrelationship between the barriers will be determined, and how the different barriers support each other (driving power), and how they influence each other (dependence power). The results of interpretive structural modeling (ISM) and MICMAC (Matrice d’Impacts croises-multipication appliqué an classment i.e., cross-impact matrix multiplication applied to classification) approach show that lack of support from top management, insufficient strategic planning and lack of support from organizational structure are the main barriers to KM adoption in the healthcare of Pakistan. This study provides a solution in determining the main barriers that need to be solved first, and to ensure effective implementation of KM in the healthcare of Pakistan.

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