The Phenomenon of Duality

2011 ◽  
pp. 3159-3174
Author(s):  
Nilmini Wickramasinghe
Keyword(s):  
Knowledge Management ◽  
The State ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Initiatives

In today’s knowledge-based economy, sustainable strategic advantages are gained more from an organization’s knowledge assets than from its more traditional types of assets, namely, land, labor, and capital. Knowledge, however, is a compound construct, exhibiting many manifestations of the phenomenon of duality such as subjectivity and objectivity as well as having tacit and explicit forms. Overlooking this phenomenon of duality in the knowledge construct has not only led many knowledge management initiatives to stumble but has also resulted in the discussion of the apparent contradictions associated with knowledge management in the IS literature as well as numerous discussions and debates regarding the “nonsense of knowledge management.” It is the thesis of this chapter that a full appreciation of the phenomenon of duality is indeed necessary to enable inquiring organizations to reach the state of wisdom and enlightenment.

The Phenomenon of Duality

2011 ◽  
pp. 272-290 ◽  
Author(s):  
Nilmini Wickramasinghe
Keyword(s):  
Knowledge Management ◽  
The State ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Initiatives

In today’s knowledge-based economy, sustainable strategic advantages are gained more from an organization’s knowledge assets than from its more traditional types of assets, namely, land, labor, and capital. Knowledge, however, is a compound construct, exhibiting many manifestations of the phenomenon of duality such as subjectivity and objectivity as well as having tacit and explicit forms. Overlooking this phenomenon of duality in the knowledge construct has not only led many knowledge management initiatives to stumble but has also resulted in the discussion of the apparent contradictions associated with knowledge management in the IS literature as well as numerous discussions and debates regarding the “nonsense of knowledge management.” It is the thesis of this chapter that a full appreciation of the phenomenon of duality is indeed necessary to enable inquiring organizations to reach the state of wisdom and enlightenment.

Measuring Knowledge Management Capabilities

2011 ◽  
pp. 365-375
Author(s):  
Uday Kulkarni ◽  
Ronald Freeze
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Business Professionals ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

As business professionals know, creating awareness of a problem and its impact is a critical first step toward the resolution of the problem. That which does not get measured, does not get managed (Redman, 1998). In fact, measurement is a precursor to improvement. This is true for knowledge management (KM) capabilities of an organization. “In today’s knowledge-based economy,” Alan Greenspan recently said, “70% of organizational assets are knowledge assets.” Knowledge assets are intangible capabilities, and there is a recognized need to “make a greater effort to quantify the value of such intangible assets” (Teece, 1998b). How does one measure the worth of an organization’s knowledge assets? What does one mean by knowledge assets anyway?

Measuring Knowledge Management Capabilities

2010 ◽  
pp. 1090-1100
Author(s):  
Uday Kulkarni ◽  
Ronald Freeze
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Business Professionals ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

As business professionals know, creating awareness of a problem and its impact is a critical first step toward the resolution of the problem. That which does not get measured, does not get managed (Redman, 1998). In fact, measurement is a precursor to improvement. This is true for knowledge management (KM) capabilities of an organization. “In today’s knowledge-based economy,” Alan Greenspan recently said, “70% of organizational assets are knowledge assets.” Knowledge assets are intangible capabilities, and there is a recognized need to “make a greater effort to quantify the value of such intangible assets” (Teece, 1998b). How does one measure the worth of an organization’s knowledge assets? What does one mean by knowledge assets anyway?

Measuring Knowledge Management Capabilities

2011 ◽  
pp. 605-613 ◽  
Author(s):  
Uday Kulkarni ◽  
Ronald Freeze
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Business Professionals ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

As business professionals know, creating awareness of a problem and its impact is a critical first step toward the resolution of the problem. That which does not get measured, does not get managed (Redman, 1998). In fact, measurement is a precursor to improvement. This is true for knowledge management (KM) capabilities of an organization. “In today’s knowledge-based economy,” Alan Greenspan recently said, “70% of organizational assets are knowledge assets.” Knowledge assets are intangible capabilities, and there is a recognized need to “make a greater effort to quantify the value of such intangible assets” (Teece, 1998b). How does one measure the worth of an organization’s knowledge assets? What does one mean by knowledge assets anyway?

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.

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.

scholarly journals Knowledge management a competitive edge for law firms in Botswana in the changing business environment

2015 ◽  
Vol 17 (1) ◽  
Author(s):  
Madeleine Fombad
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Business Environment ◽  
Law Firms ◽  
Private Sector Development ◽  
Knowledge Based ◽  
Quantitative And Qualitative Research ◽  
Knowledge Based Economy ◽  
Potential Benefits ◽  
The Cost

Background: Law firms in Botswana offer a particularly interesting context to explore the effects of transition in the knowledge economy. Acquiring and leveraging knowledge effectively in law firms through knowledge management can result in competitive advantage; yet the adoption of this approach remains in its infancy. Objectives: This article investigates the factors that will motivate the adoption of knowledge management in law firms in Botswana, and creates an awareness of the potential benefits of knowledge management in these firms.Method: The article uses both quantitative and qualitative research methods and the survey research design. A survey was performed on all 115 registered law firms and 217 lawyers in Botswana. Interviews were conducted with selected lawyers for more insight. Results: Several changes in the legal environment have motivated law firms to adopt knowledge management. Furthermore, lawyers appreciate the potential benefits of knowledge management. Conclusion: With the rise of the knowledge-based economy, coupled with the pressures faced by the legal industry in recent years, law firms in Botswana can no longer afford to rely on the traditional methods of managing knowledge. Knowledge management will, therefore, enhance the cost effectiveness of these firms. Strategic knowledge management certainly helps to prepare law firms in Botswana to be alive to the fact that the systematic harnessing of legal knowledge is no longer a luxury, but an absolute necessity in the knowledge economy. It will also provide an enabling business environment for private sector development and growth and, therefore, facilitate Botswana’s drive towards the knowledge-based economy.

scholarly journals Knowledge Management Practice in Private Sector: Building the Way for Saudi Arabia Strategic Growth and Transformation To Knowledge-Based Economy

2018 ◽  
Vol 7 (2.34) ◽  
pp. 69
Author(s):  
Abdulrahman Gharamah ◽  
Mohamad Fauzan Noordin ◽  
Najma Imtiaz Ali ◽  
Imtiaz Ali Brohi
Keyword(s):  
Saudi Arabia ◽  
Knowledge Management ◽  
Private Sector ◽  
Global Economy ◽  
Management Practice ◽  
Growth Strategy ◽  
Added Value ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Major Player

The Kingdome of Saudi Arabia (KSA) and its growth objective is to be a major player in the global economy and moving toward a knowledge-based economy. To achieve its objectives, the private sector in various fields in KSA needs to be in line with country’s ambitious goal; Knowledge Management (KM) handling and readiness for the foreseen customer demand need to be in line with goals. This study presents a critical review to evaluate existing KM practice in the private sector in Kingdom of Saudi Arabia (KSA) to see the readiness of this sector to play an integral role of knowledge-based economy and support nation’s growth strategy.  The paper will examine current states in term of how knowledge management is practiced in the country.  This paper addressed various aspects of knowledge management ranges from the need of implementing knowledge management systems to the added value by deploying such systems. In addition, the review was discuss if the private sector is heading in the right direction, and coherent with KSA strategic goal by examining a sample of four major firms in private sector. The outcome of the sample reflected that the private sector is harmonized with KSA objective. 

scholarly journals Management of enterprise development in the conditions of innovative knowledge-oriented economy

2018 ◽  
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Innovative Activity ◽  
Innovative Development ◽  
Enterprise Development ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
New Knowledge ◽  
Innovative Economy ◽  
Qualitative Changes

The article determines a significant importance of knowledge management as a key technology for the development of an enterprise in an innovative knowledge-based economy. The main features of the enterprise development as an open dynamic system are systematized and characteristics of the knowledge economy and innovative economy are determined. Following the above characteristics it is proved that the formation of an innovative economy is impossible without new knowledge and its commercialization, and the basis of the knowledge economy are innovations in various fields of activity. The given types of economies should be further considered not as separate concepts, but as integral components of the innovative knowledge-based economy. The theoretical approaches to the definition of the essence of knowledge management at the enterprise are systematized and their interrelation with the innovation process and innovative development is shown through the creation of new knowledge, increasing the efficiency of innovation development and the formation of innovative abilities of the innovatively active employees. The goals, tasks, functions, principles, stages, methods and methods of knowledge management in innovative knowledge-based economy are considered. The typology of contradictions in the innovative activity of the enterprise is given; the essence of economic, information, technological, organizational, psychological, structural and social contradictions is revealed. Technologies of knowledge management that contribute to eliminating contradictions and innovative development of the enterprise are defined. It is substantiated that different types of contradictions in the innovative activity of an enterprise can be eliminated by means of knowledge management technologies, which, as a result, causes qualitative changes at the enterprise. As the key signs of development are qualitative changes and elimination of contradictions, the use of knowledge management in the conditions of an innovative knowledge-based economy will contribute to the development of the enterprise.

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