Web-Based Knowledge Management Model

2011 ◽  
pp. 1191-1199
Author(s):  
Pei-Di Shen ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Electronics Industry ◽  
Management Model ◽  
High Tech ◽  
Collective Knowledge ◽  
Web Based ◽  
Knowledge Based ◽  
Family Enterprises ◽  
Knowledge Based Economy

Knowledge is a limitless resource in the knowledge-based economy; therefore, organizations should learn, store, transfer and apply knowledge to add value or gain competitive advantage (Sveiby, 1997). Knowledge management (KM) refers to identifying and leveraging the collective knowledge within the organization for competitive advantage (von Krogh, 1998). However, it is usually discussed and implemented in high-tech industries (e.g., TI, TSMC and Winbond) and the software industry (e.g., Microsoft and Oracle). In Taiwan, the upstream firms or suppliers of the electronics industry (e.g., Winbond and UMC) implement KM in their organizations. As well as the suppliers, the downstream firms or manufacturers (e.g., Quanta and ASUS) also put KM into practice. However, in the intermediaries or distributors, only a meager number of firms really implement KM in their companies. Therefore, we have neglected whether KM is still suitable to implement in the distribution industry. The IC distributors in Taiwan evolved from partnerships or intra-family enterprises into the overall arrangement in Asia, with output value in 2004 beyond $38.7 billion (United States dollars). IC distribution industry outsiders may consider that distributors just transact business, but don’t have their own products, even though the scale of IC distributors has expanded. So an inaccurate notion exists that it isn’t necessary to innovate or put KM into practice therein. In fact, IC distributors have to face not only the rapidly changing upstream firms, but also the variable requirements of downstream customers. Therefore, distributors have to adapt and learn even faster than their suppliers and customers to face the drastically changing and intensely competitive environment.

Web-Based Knowledge Management Model

2011 ◽  
pp. 584-589
Author(s):  
Pei-Di Shen ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Electronics Industry ◽  
Management Model ◽  
High Tech ◽  
Collective Knowledge ◽  
Web Based ◽  
Knowledge Based ◽  
Family Enterprises ◽  
Knowledge Based Economy

Knowledge is a limitless resource in the knowledge-based economy; therefore, organizations should learn, store, transfer and apply knowledge to add value or gain competitive advantage (Sveiby, 1997). Knowledge management (KM) refers to identifying and leveraging the collective knowledge within the organization for competitive advantage (von Krogh, 1998). However, it is usually discussed and implemented in high-tech industries (e.g., TI, TSMC and Winbond) and the software industry (e.g., Microsoft and Oracle). In Taiwan, the upstream firms or suppliers of the electronics industry (e.g., Winbond and UMC) implement KM in their organizations. As well as the suppliers, the downstream firms or manufacturers (e.g., Quanta and ASUS) also put KM into practice. However, in the intermediaries or distributors, only a meager number of firms really implement KM in their companies. Therefore, we have neglected whether KM is still suitable to implement in the distribution industry. The IC distributors in Taiwan evolved from partnerships or intra-family enterprises into the overall arrangement in Asia, with output value in 2004 beyond $38.7 billion (United States dollars). IC distribution industry outsiders may consider that distributors just transact business, but don’t have their own products, even though the scale of IC distributors has expanded. So an inaccurate notion exists that it isn’t necessary to innovate or put KM into practice therein. In fact, IC distributors have to face not only the rapidly changing upstream firms, but also the variable requirements of downstream customers. Therefore, distributors have to adapt and learn even faster than their suppliers and customers to face the drastically changing and intensely competitive environment.

Users' Perspectives on Using Wikis for Managing Knowledge

2017 ◽  
Vol 29 (3) ◽  
pp. 1-23
Author(s):  
Fayez Hussain Alqahtani
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Information Flow ◽  
Qualitative Approach ◽  
Work Context ◽  
Web Based ◽  
Collaborative System ◽  
Knowledge Based ◽  
Knowledge Based Economy

Knowledge management (KM) has now become a key focus for many modern organisations in today's knowledge-based economy era. KM helps organisations leverage knowledge, an important asset that is necessary to maintain a competitive advantage. Wiki is an emerging information technology (IT) that has become promising collaborative system for knowledge management. Wikis are, essentially, web-based hypertext applications which entail and enable a collaborative authoring, information flow, and communication in a bidirectional way. The literature shows that Wikis implementation is challenging, and most of the critical challenges are faced by individual users. Therefore, this research investigates the benefits, as well as the challenges of using Wikis for KM from a user's perspective. A qualitative approach was used in a multi-method investigation, combining observations and one-to-one interviews. The study found that despite its considerable benefits introducing a Wiki for KM comes with challenges. These challenges are classified into technical, individual, and work context issues.

Capturing and Reusing Building Maintenance Knowledge

2011 ◽  
pp. 67-89 ◽  
Author(s):  
Patrick S.W. Fong ◽  
Ka-chi Wong
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Management System ◽  
Prototype System ◽  
Web Based ◽  
Knowledge Based ◽  
Building Maintenance ◽  
Knowledge Based Economy ◽  
Unique Nature ◽  
Learning From Others

Knowledge is regarded as the most important asset for sustainable success in today’s knowledge-based economy, and it has become the main competitive tool for many businesses. Proper capture and reuse of knowledge reduces the risk of “reinventing the wheel.” Building surveyors play a major role in building maintenance. Owing to the unique nature of building maintenance, building surveyors need sufficient knowledge and experience to facilitate their decision-making process. Apart from gaining this knowledge and experience by direct participation, learning from others is a sound alternative. However, insufficiencies have been found in the current practice on this aspect, and thus the aim of this chapter is to study whether a proposed Web-based prototype knowledge management system would be a feasible solution for capturing and reusing knowledge and experience in building maintenance. A questionnaire survey was conducted in this research to study the opinions of professional building surveyors on the capture and reuse of knowledge and experience in building maintenance, as well as the requirements of a proposed Web-based prototype system.

Beyond Customer Knowledge Management

2000 ◽  
pp. 258-281 ◽  
Author(s):  
Mohanbir Sawhney ◽  
Emanuela Prandelli
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Economy ◽  
Strategic Alliances ◽  
Competitive Advantages ◽  
Customer Knowledge ◽  
Knowledge Based ◽  
Customer Knowledge Management ◽  
Knowledge Based Economy ◽  
Innovation Processes

In the knowledge-based economy, the value of products and services largely depends on the knowledge intangibles they embed (Drucker, 1993). The success of firms is increasingly becoming linked to the intellectual capital they are able to accumulate and re-invest in their markets (Davenport & Prusak, 1998; Nahapiet & Ghoshal, 1998; Sullivan, 1998). In this age of knowledge-based business, it is incumbent upon firms to pay increasing attention to the development of customer knowledge (Balasubramanian et al., 1998; Sawhney & Kotler, 1999). However, researchers in marketing have generally assumed that knowledge creation happens only within the firm’s boundaries or, at the most, within the strategic alliances among firms. We argue that in the knowledge economy we need to move beyond this perspective of the firm as the knowledge creator that learns about customers and creates value for them, to a perspective of the firm as a co-creator of knowledge that learns and creates value with its customers. As already argued only in service marketing literature, customers are a vital source of knowledge and hence competitive advantage. The cooperation with them gives firms the opportunity to renew the source of their competitive advantage constantly. This is significant in a business landscape where unique and lasting competitive advantages are increasingly rare. Through co-operation with their customers, firms can better anticipate market changes (Anderson & Narus, 1991; Nonaka & Takeuchi, 1995), catalyze their innovation processes (von Hippel, 1982, 1986, 1994), and better respond to latent customer needs (Leonard & Rayport, 1997).

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.

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 Factors affecting innovation capacity in Vietnamese Southern high technology industries

2017 ◽  
Vol 24 (03) ◽  
pp. 66-93
Author(s):  
Vân Đoàn Thị Hồng ◽  
Uyen Bui Nhat Le
Keyword(s):  
Government Support ◽  
High Tech ◽  
Total Quality ◽  
Precision Engineering ◽  
High Tech Industry ◽  
Factors Affecting ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Innovation Capacity ◽  
Technology Industries

Numerous studies have demonstrated that the success of businesses in the era of knowledge-based economy depends on their innovation capacity (Azevedo et al., 2007). Therefore, the main goal of this study is to explore the factors that impact the innovation capacity of enterprises in the Vietnam Southern high tech industry. Besides the qualitative method, the study carries out a survey of 380 enterprises in the fields of electronics, microelectronics, information technology, telecommunications, precision engineering, automation, biotechnology, and nanotechnology. The results reveal that total quality management, internal human resources, absorptive capacity, government support, and collaboration networks impact positively on the innovation capacity. In addition, the research proposes solutions for high tech enterprises to boost their innovation capacity in the future.

Competitiveness, Clustering and Knowledge Management of Greek Manufacturing Industry at Post-Crisis Era

2015 ◽  
Author(s):  
Fotini Voulgaris ◽  
Christos Lemonakis ◽  
Konstantinos Vassakis
Keyword(s):  
Knowledge Management ◽  
Growth And Development ◽  
Manufacturing Industry ◽  
Know How ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Innovation Capacity

The globalization and the increasing competition especially during the latest years of crisis provide a new environment for SMEs. In the “knowledge-based economy”, firms’ competitiveness is strongly related to technical know-how and skills. The important keys for the survival, growth and development of SMEs are related to technological and scientific improvements, cooperation, innovation capacity and knowledge management. This is the first study which attempts to present the above characteristics of Greek manufacturing SMEs at the post-crisis era.

Knowledge Management Strategy as a Chance of Small and Medium-Sized Enterprises

2017 ◽  
pp. 577-607
Author(s):  
Andrea Bencsik ◽  
Tímea Juhász
Keyword(s):  
Knowledge Management ◽  
Multinational Companies ◽  
Financial Capital ◽  
Knowledge Management Strategy ◽  
Knowledge Based ◽  
Knowledge Strategy ◽  
Knowledge Based Economy ◽  
Practical Research ◽  
Future Challenges ◽  
A Current

This chapter shows how SMEs can compete with multinational companies. This chapter was written on the basis of practical research results. In this research, Hungarian and Slovakian SMEs were investigated from the view of a knowledge-based economy. The question was how they can face future challenges. The researchers wanted to know how SMEs handle their chance which is hidden in their way of thinking about a knowledge strategy. As a result, these companies seem to be afraid, uncertain, and think their success is only luck or a current incident. They live a “fly by night” existence, and they do not feel the importance of development, of studying, of knowledge; they run after work and money. These enterprises feel that they have to survive, and to this, they need money and financial capital. Therefore, knowledge and studying fall behind.

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