Small Business Transformation Through Knowledge Management

2011 ◽  
pp. 2680-2686
Author(s):  
Nory B. Jones ◽  
Jatinder N.D. Gupta
Keyword(s):  
Knowledge Management ◽  
Small Business ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Sustainable Competitive Advantage ◽  
Business Transformation ◽  
Widespread Acceptance ◽  
The Creation ◽  
Business Practitioners ◽  
Creativity And Innovation

In the last decade, the importance of knowledge as a source of sustainable competitive advantage has gained widespread acceptance. Business practitioners and academics alike recognize that what is “between the ears” (Tiwana, 2000) of their employees represents the source of creativity and innovation that nourishes and sustains the organization. Furthermore, the ability to harness the intellectual capital in an organization probably represents the most important aspect relating to the creation of an intelligent enterprise.

Small Business Transformation Through Knowledge Management

2005 ◽  
pp. 2514-2518
Author(s):  
Nory B. Jones ◽  
Jatinder N.D. Gupta
Keyword(s):  
Knowledge Management ◽  
Small Business ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Sustainable Competitive Advantage ◽  
Business Transformation ◽  
Widespread Acceptance ◽  
The Creation ◽  
Business Practitioners ◽  
Creativity And Innovation

In the last decade, the importance of knowledge as a source of sustainable competitive advantage has gained widespread acceptance. Business practitioners and academics alike recognize that what is “between the ears” (Tiwana, 2000) of their employees represents the source of creativity and innovation that nourishes and sustains the organization. Furthermore, the ability to harness the intellectual capital in an organization probably represents the most important aspect relating to the creation of an intelligent enterprise.

scholarly journals Assessing Sustainable Competitive Advantage in Relation with Intellectual Capital, Knowledge Management and Innovativeness in Women-Owned SMEs in Malaysia

2016 ◽  
Vol 1 (1) ◽  
pp. 46
Author(s):  
Che Asniza Osman ◽  
Rohana Ngah
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Global Economy ◽  
Well Being ◽  
Sustainable Competitive Advantage ◽  
Global Entrepreneurship Monitor ◽  
Small Medium Enterprises ◽  
Medium Enterprises

Small Medium Enterprises (SMEs) play an important role in contributing the economic growth of most nations. As the global economy slows down, entrepreneurship role becomes increasingly important to drive the pecuniary and societal well-being. In 2012, Global Entrepreneurship Monitor (GEM), reported an estimation of 126 million women have started or running new businesses in around 67 countries around the world. In addition, about 98 million women are operating established businesses. Study showed that women seem to face difficulties in moving from one phase to another to withstand the entrepreneurship process thus; they are rated lower in terms of starting venture comparing to men. This paper provides a conceptual discussion on the role of intellectual capital, knowledge management, and innovativeness in sustaining competitive advantage of women owners of SMEs. The variables investigated eventually attempts to establish and test an integrated framework for intellectual capital.

scholarly journals Knowledge - Based Innovation for Sustainable Competitive Advantage

2021 ◽  
Vol 11 (1) ◽  
pp. 366
Author(s):  
W M I Udayanganie
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Key Management ◽  
Innovation Management ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Working Definition ◽  
Comprehensive Knowledge ◽  
Definition Of ◽  
Creativity And Innovation

We live in an era which is an interval of significant technological as well as economic and social shifts. This is elucidated by the move from a traditional society based on industry to a modern knowledge-based society. Most important aspect of this is not the increase in production volumes and forms. Rather it is the emergence of novel and fundamentally novel knowledge. Above mentioned society would therefore focus on new knowledge to produce new goods and technologies. It also looks into different ways of economic, manufacturing, ecological, humanitarian and social governance. This study explores the potential of translating knowledge, creativity and innovation into an efficient definition of a product. Obviously, the present century is a period of change in quality and lives of people on grounds of creativity and innovation. Two main practices for businesses are knowledge management and innovation. Management of knowledge is regarded as a key management strategy when it comes to the present period of economy which is a knowledge - based one. Ever growing competition, consumer demands and novel avenue for business has created the necessity for innovation by companies. The key position of knowledge management in innovation must be understood due to the fact that it exerts an important impact on innovation. The importance of this work lays on how knowledge management aid organizations to improve innovation of its products and services to achieve competitive advantage. This also aims to add on to literature by providing a working definition of innovation which is outcome-oriented and at the same time based on comprehensive knowledge.

scholarly journals How Can Agricultural Corporate Build Sustainable Competitive Advantage through Green Intellectual Capital? A New Environmental Management Approach to Green Agriculture

2021 ◽  
Vol 18 (15) ◽  
pp. 7900
Author(s):  
Chulin Pan ◽  
Yufeng Jiang ◽  
Mingliang Wang ◽  
Shuang Xu ◽  
Ming Xu ◽  
...  
Keyword(s):  
Environmental Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Moderated Mediation ◽  
Mediation Effect ◽  
Relational Model ◽  
Management Approach ◽  
Sustainable Competitive Advantage ◽  
Green Innovation ◽  
Mediation Effects

Based on natural resource-based theory, this study constructed a relational model between green intellectual capital, green innovation, and an agricultural corporate sustainable competitive advantage. The samples included a total of 341 agricultural companies in China, and multiple regression methods are used for the analysis. The results showed that green product innovation and green process innovation had a mediation effect between green human capital, green structural capital, green relational capital, and the sustainable competitive advantage of agricultural corporate. Beyond the simple moderation effect, a new integrated moderated-mediation effect model was established. It was shown that environmental leadership, green organizational identification, and green dynamic capability had different moderated-mediation effects under different conditions. The study is expected to close the previous research gaps and insufficiency in agricultural corporate environmental management and green agricultural. The empirical results and conclusions bring enlightenment and meaningful theoretical guidance to managers, researchers, practitioners, and policy makers in the green and sustainable development of agricultural corporates. The new environmental management path can help agricultural corporates conduct green innovation effectively, adapt to the green agricultural products market, and achieve sustainable competitive advantage. Ultimately, this will help to accelerate the development of green agriculture.

scholarly journals Observation the Implementation of Business Knowledge Management System in Creative Industry in Achieving Compatitive Advantage (Study in Visual Communication Design Business in Riau Province, Indonesia)

2019 ◽  
pp. 1562-1570
Author(s):  
Yanti Mayasari Ginting ◽  
Elfindri Elfindri ◽  
Hafiz Rahman ◽  
Dodi Devianto
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Management System ◽  
Visual Communication ◽  
Knowledge Management System ◽  
Creative Industry ◽  
Sustainable Competitive Advantage ◽  
Visual Communication Design ◽  
Communication Design ◽  
Business Knowledge

The purpose of this study is to analyze the effect of business Knowledge Management System (KMS) of creative industry in the visual communication design sub-sector to attain sustainable competitive advantage. This research is a quantitative research using survey method with a questionnaire as the instrument. The population in this study consists of business owners, business managers, and creative workers in the business of visual communication design sub-sector located in Riau, Indonesia. The sample size is 202 and the sampling method used is purposive sampling, there are 34 questions in the questionnaire and analyzed by using SEM AMOS. This study found that KMS of the business effect sustainable competitive advent age. Both basic competing strategies and strategic competitiveness can be used as dimensions of sustainable competitive advantage. This study is conducted in Visual Communication Design so that it needs to be extended to other sub-sectors to further validate the model.

Big Data, Knowledge, and Business Intelligence

2018 ◽  
pp. 943-950
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Business Analytics ◽  
The Past ◽  
The People ◽  
Tools And Techniques

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

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.

Competitive Advantage of Knowledge Management

2011 ◽  
pp. 2646-2659
Author(s):  
Gabriel Cepeda-Carrion
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Past Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Resources ◽  
Strategic Process ◽  
Decision Making Styles ◽  
Relevant Domain

Knowledge management has been proposed as a fundamental strategic process and the only sustainable competitive advantage for firms (Grant, 1996; Davenport, 1998). A key to understanding the success and failure of knowledge management efforts within organizations is the ability to identify the relevant knowledge to manage and to extract value out of this knowledge. In the last decade past research has focused heavily on defining what knowledge is and on using different typologies (e.g., tacit vs. explicit knowledge, individual vs. collective) to characterize the different types of knowledge available to firms (e.g., Polanyi, 1967; Spender, 1996). In addition, researchers have described the processes through which knowledge is created, developed, retained, and transferred in firms (e.g., Argote, 1999; Nonaka & Takeuchi, 1995), and the role played by leadership (Bryant, 2003; Vera & Crossan, 2004) and decision-making styles (Kalling, 2003) in influencing these processes. Unfortunately, despite the growing interest in knowledge management, little specific has been said about the mechanisms firms use to identify key knowledge areas and to gain competitive advantage out of knowledge management investments. The recognition of the important knowledge resources for a firm is critical, because the effectiveness of knowledge and learning can only be assessed on the basis of its utility in guiding behavior relative to the firm’s relevant domain (Crossan, Lane, & White, 1999; Cepeda, Galán, & Leal, 2004; Zack, 1999). Knowledge for the sake of knowledge is not useful to firms.

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