Knowledge Management in Supply Chain Networks

2011 ◽  
pp. 2741-2749
Author(s):  
Dolphy M. Abraham ◽  
Linda Leon
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Business Processes ◽  
Business Networks ◽  
Business Organizations ◽  
Organizational Boundaries ◽  
Supply Chain Networks ◽  
Other Information

This article reviews current research and practice of knowledge management (KM) and inter-organizational learning in supply chain networks. Knowledge management is the organizational process for acquiring, organizing, and communicating the knowledge of individual employees so that the work of the organization becomes more effective (Alavi & Leidner, 1999). Knowledge management is an increasingly important process in business organizations because “managing human intellect—and converting it into useful products and services—is fast becoming the critical executive skill of the age” (Quinn, Anderson & Finkelstein, 1998). Grover and Davenport (2001) state that KM becomes “an integral business function” when organizations “realize that competitiveness hinges on effective management of intellectual resources.” Grover and Davenport also argue that knowledge management works best when it is carried out by all the employees of the organization and not just KM specialists. Business organizations frequently partner with other firms to complement their core competencies. To collaborate effectively, partner firms have to communicate with each other information about business processes as well as share ideas of how to design or improve business processes. This phenomenon of knowledge sharing across organizational boundaries is called inter-organizational learning (Argote, 1999). Knowledge management, we posit, is necessary to facilitate inter-organizational learning and direct it in a way that supports the organization’s overall objectives. Supply chain systems are an example of business networks. Supply chains involve not only multiple corporate entities but also organizational units within a single organization. We present practices used in business organizations and networks of businesses to manage the information and knowledge sharing processes using the context of supply chain systems.

Knowledge Management in Supply Chain Networks

2011 ◽  
pp. 912-920
Author(s):  
Dolphy M. Abraham ◽  
Linda Leon
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Business Processes ◽  
Business Networks ◽  
Business Organizations ◽  
Organizational Boundaries ◽  
Supply Chain Networks ◽  
Other Information

This article reviews current research and practice of knowledge management (KM) and inter-organizational learning in supply chain networks. Knowledge management is the organizational process for acquiring, organizing, and communicating the knowledge of individual employees so that the work of the organization becomes more effective (Alavi & Leidner, 1999). Knowledge management is an increasingly important process in business organizations because “managing human intellect—and converting it into useful products and services—is fast becoming the critical executive skill of the age” (Quinn, Anderson & Finkelstein, 1998). Grover and Davenport (2001) state that KM becomes “an integral business function” when organizations “realize that competitiveness hinges on effective management of intellectual resources.” Grover and Davenport also argue that knowledge management works best when it is carried out by all the employees of the organization and not just KM specialists. Business organizations frequently partner with other firms to complement their core competencies. To collaborate effectively, partner firms have to communicate with each other information about business processes as well as share ideas of how to design or improve business processes. This phenomenon of knowledge sharing across organizational boundaries is called inter-organizational learning (Argote, 1999). Knowledge management, we posit, is necessary to facilitate inter-organizational learning and direct it in a way that supports the organization’s overall objectives. Supply chain systems are an example of business networks. Supply chains involve not only multiple corporate entities but also organizational units within a single organization. We present practices used in business organizations and networks of businesses to manage the information and knowledge sharing processes using the context of supply chain systems.

Knowledge Management in Supply Chain Networks

2011 ◽  
pp. 293-300
Author(s):  
Dolphy M. Abraham ◽  
Linda Leon
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Business Processes ◽  
Business Networks ◽  
Business Organizations ◽  
Organizational Boundaries ◽  
Supply Chain Networks ◽  
Other Information

This article reviews current research and practice of knowledge management (KM) and inter-organizational learning in supply chain networks. Knowledge management is the organizational process for acquiring, organizing, and communicating the knowledge of individual employees so that the work of the organization becomes more effective (Alavi & Leidner, 1999). Knowledge management is an increasingly important process in business organizations because “managing human intellect—and converting it into useful products and services—is fast becoming the critical executive skill of the age” (Quinn, Anderson & Finkelstein, 1998). Grover and Davenport (2001) state that KM becomes “an integral business function” when organizations “realize that competitiveness hinges on effective management of intellectual resources.” Grover and Davenport also argue that knowledge management works best when it is carried out by all the employees of the organization and not just KM specialists. Business organizations frequently partner with other firms to complement their core competencies. To collaborate effectively, partner firms have to communicate with each other information about business processes as well as share ideas of how to design or improve business processes. This phenomenon of knowledge sharing across organizational boundaries is called inter-organizational learning (Argote, 1999). Knowledge management, we posit, is necessary to facilitate inter-organizational learning and direct it in a way that supports the organization’s overall objectives. Supply chain systems are an example of business networks. Supply chains involve not only multiple corporate entities but also organizational units within a single organization. We present practices used in business organizations and networks of businesses to manage the information and knowledge sharing processes using the context of supply chain systems.

Reusing the Inter-Organizational Knowledge to Support Organizational Knowledge Management Process

2010 ◽  
pp. 142-161
Author(s):  
Nelson K. Y. Leung ◽  
Sim Kim Lau ◽  
Joshua Fan
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Practice ◽  
Organizational Knowledge ◽  
Knowledge Network ◽  
Management Process ◽  
Business Networks ◽  
Knowledge Management Practice ◽  
Organizational Boundaries ◽  
Management Approaches

Various types of Knowledge Management approaches have been developed that only focus on managing organizational knowledge. These approaches are inadequate because employees often need to access knowledge from external knowledge sources in order to complete their works. Therefore, a new inter-organizational Knowledge Management practice is required to enhance knowledge sharing across organizational boundaries in their business networks. In this chapter, an ontology-based Inter-organizational knowledge Network that incorporates ontology mediation is developed so that heterogeneity of knowledge semantic in the ontologies could be reconciled. The reconciled inter-organizational knowledge could be reused to support organizational Knowledge Management process semi- or automatically. The authors also investigate the application of ontology mediation that provides mechanisms of reconciling inter-organizational knowledge in the network.

Business-to-Business Networks

2011 ◽  
pp. 121-128
Author(s):  
Sean Eom
Keyword(s):  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Business Networks ◽  
Organizational Boundaries ◽  
Workflow Systems ◽  
Goods And Services ◽  
Other Information ◽  
Trading Partners ◽  
Share Data ◽  
Business To Business

Business-to-business networks in a broadest sense are inter-organizational systems (IOSs). In the literature, the term IOSs and inter-organizational information systems (IOISs) are often used interchangeably. An inter-organizational system (IOS) is an information and management system that transcends organizational boundaries via electronic linkages with its trading partners to share data, information, and business applications. It provides the capabilities of electronic transactions including buying and selling goods and services, and also facilitates communications and decision making to increase efficiency, effectiveness, competitiveness, and profitability for participating organizations. The electronic linkage is established by the Internet, extranets, intranets, groupware, electronic data interchange (EDI), workflow systems, mobile communication technologies, and other information and communication technologies.

scholarly journals Information and Knowledge Management Perspective Contributions for Fashion Studies

2017 ◽  
pp. 327-349
Author(s):  
George Leal Jamil ◽  
Cecília Carvalho Jamil
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Creative Process ◽  
Organizational Boundaries ◽  
Chain Management ◽  
Image Communication ◽  
Fashion Studies ◽  
Management Perspective ◽  
Information And Knowledge Management

In this chapter a focus on practical organizational aspects is considered: how to understand the development of concrete, objective processes such as logistics and supply chain management for fashion production and commercialization, with the help of information and knowledge management (IKM). For this study, some restrictive fundamentals are applied. The basic methodological aspect is to consider a “collection” as a line of artifacts of clothing produced according fashion concepts and propositions, resulting in several tangible products – as the clothing itself, complementary accessories, usage-oriented implementations – and intangible factors – such as image, communication messages, brand, artistic and cultural propositions, among many others (Sauro, 2009; Godart et al., 2015). It is a remarkably complex result, resulting from an intense creative process that receives internal and external influences, regarding organizational boundaries, which has to be limited to a focus for a particular study, as it is considered for this chapter. It is important also to mention that “collection” as referred here, approaches mainly clothing, although the term is also related to several other artifacts and products, such as shoes, jewelry, particular accessories, etc.

Knowledge Sharing Barriers Affecting Pharmaceutical Supply Chain Performance

2019 ◽  
pp. 269-291
Author(s):  
Anirban Ganguly ◽  
Debdeep Chatterjee ◽  
Asim Talukdar
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Knowledge Sharing ◽  
Management Strategies ◽  
Primary Objective ◽  
Supply Chain Performance ◽  
Relative Importance ◽  
Pharmaceutical Supply Chain ◽  
The World

The pharmaceutical supply chain is one of the most complex supply chains in the world. The primary objective of this chapter is to analyze the role of knowledge sharing barriers in supply chain performance. The chapter will explore significant knowledge sharing barriers that might deter the performance of a pharmaceutical supply chain. This chapter is expected to provide the twofold contribution to the academicians and practitioners. Firstly, it will socialize the importance of knowledge sharing barriers and the role they can play in deterring the performance of a pharmaceutical supply chain, and secondly, the prioritized ranking of the identified knowledge sharing barriers is expected to aid the policymakers and managers to understand the relative importance of the knowledge sharing barriers and design their knowledge management strategies accordingly.

Enterprise Information Management

2011 ◽  
pp. 48-75
Author(s):  
Ulfert Gartz
Keyword(s):  
Knowledge Management ◽  
Data Warehouse ◽  
Information Management ◽  
Business Processes ◽  
The Other ◽  
Enterprise Information ◽  
Continuous Processes ◽  
Other Information ◽  
Information Management Systems ◽  
Existing Data

Although capacity and functionality of information management systems increased remarkably in the last years, the information and knowledge supply in most enterprises is still not sufficient. Using the framework of enterprise information management, organizations are able to align their existing data warehouse, business intelligence, knowledge management, and other information systems to their business processes and requirements. This means a consolidation on one hand and continuous processes to manage change on the other to improve these systems’ sustainability and to decrease costs the same time.

Information and Knowledge Management Perspective Contributions for Fashion Studies

2017 ◽  
pp. 199-221 ◽  
Author(s):  
George Leal Jamil ◽  
Cecília Carvalho Jamil
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Creative Process ◽  
Organizational Boundaries ◽  
Chain Management ◽  
Image Communication ◽  
Fashion Studies ◽  
Management Perspective ◽  
Information And Knowledge Management

In this chapter a focus on practical organizational aspects is considered: how to understand the development of concrete, objective processes such as logistics and supply chain management for fashion production and commercialization, with the help of information and knowledge management (IKM). For this study, some restrictive fundamentals are applied. The basic methodological aspect is to consider a “collection” as a line of artifacts of clothing produced according fashion concepts and propositions, resulting in several tangible products – as the clothing itself, complementary accessories, usage-oriented implementations – and intangible factors – such as image, communication messages, brand, artistic and cultural propositions, among many others (Sauro, 2009; Godart et al., 2015). It is a remarkably complex result, resulting from an intense creative process that receives internal and external influences, regarding organizational boundaries, which has to be limited to a focus for a particular study, as it is considered for this chapter. It is important also to mention that “collection” as referred here, approaches mainly clothing, although the term is also related to several other artifacts and products, such as shoes, jewelry, particular accessories, etc.

The Mediation Role of Knowledge Sharing Between Organizational Learning and Technological Innovation Practice

2020 ◽  
pp. 601-624
Author(s):  
Zhimin Wang ◽  
Choon Ling Kwek
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Technological Innovation ◽  
Positive Relationship ◽  
Sem Analysis ◽  
Manufacturing Industries ◽  
Outcome Expectation ◽  
Complex Solutions

This article investigates the mediation role of knowledge management according to the dimensions of knowledge donating and knowledge collecting. The collected data was based on a total of 157 managers from the manufacturing industries will be evaluated by applying the PLS-SEM and fsQCA. The empirical outcomes based on PLS-SEM analysis demonstrate that organizational learning positively impacts on knowledge donating and knowledge collecting. This study confirms that both the knowledge donating and knowledge collecting act as mediators in mediating the positive relationship between organizational learning and the technological innovation practice. The fsQCA results indicate that the conditional support for the proposed antecedent and outcome expectation of the organizational learning. Moreover, the findings of fsQCA analysis also show that the complex solutions with three combinations sufficiently explain the technological innovation practice.

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