MNE Knowledge Management Across Borders and ICT

2008 ◽  
pp. 3158-3170
Author(s):  
Jürgen Kai-Uwe Brock ◽  
Yu Josephine Zhou
Keyword(s):  
Knowledge Management ◽  
External Environment ◽  
Organizational Activity ◽  
Internal Operations

Firms are consumers, producers, managers, and distributors of information (Egelhoff, 1991; Casson, 1996) and as such a repository of productive knowledge (Winter, 1988). Consequently the ability to generate, access, and utilize relevant knowledge is an essential organizational activity in order both to reduce uncertainty about the firm’s external environment and improve the efficiency of its internal operations.

MNE Knowledge Management Across Borders and ICT

2011 ◽  
pp. 1136-1148
Author(s):  
Ju¨rgen Kai-Uwe Brock ◽  
Yu Josephine Zhou
Keyword(s):  
Knowledge Management ◽  
External Environment ◽  
Organizational Activity ◽  
Internal Operations

Firms are consumers, producers, managers, and distributors of information (Egelhoff, 1991; Casson, 1996) and as such a repository of productive knowledge (Winter, 1988). Consequently the ability to generate, access, and utilize relevant knowledge is an essential organizational activity in order both to reduce uncertainty about the firm’s external environment and improve the efficiency of its internal operations.

MNE Knowledge Management Across Borders and ICT

2011 ◽  
pp. 3248-3260
Author(s):  
Jürgen Kai-Uwe Brock ◽  
Yu Josephine Zhou
Keyword(s):  
Knowledge Management ◽  
External Environment ◽  
Organizational Activity ◽  
Internal Operations

Firms are consumers, producers, managers, and distributors of information (Egelhoff, 1991; Casson, 1996) and as such a repository of productive knowledge (Winter, 1988). Consequently the ability to generate, access, and utilize relevant knowledge is an essential organizational activity in order both to reduce uncertainty about the firm’s external environment and improve the efficiency of its internal operations.

MNE Knowledge Management Across Borders and ICT

2011 ◽  
pp. 635-644
Author(s):  
Ju¨rgen Kai-Uwe Brock ◽  
Yu Josephine Zhou
Keyword(s):  
Knowledge Management ◽  
External Environment ◽  
Organizational Activity ◽  
Internal Operations

Firms are consumers, producers, managers, and distributors of information (Egelhoff, 1991; Casson, 1996) and as such a repository of productive knowledge (Winter, 1988). Consequently the ability to generate, access, and utilize relevant knowledge is an essential organizational activity in order both to reduce uncertainty about the firm’s external environment and improve the efficiency of its internal operations.

Technology and Knowledge Management

2011 ◽  
pp. 41-47
Author(s):  
Helen Mitchell
Keyword(s):  
Knowledge Management ◽  
External Environment ◽  
Amount Of Information ◽  
Vast Amount ◽  
Maximum Benefit ◽  
The Future ◽  
Functional Areas

Technology, having made rapid and extensive advances particularly in the area of communications, has opened opportunities for the gathering of information and providing a means through which knowledge can be shared. Organisations are recognising that information and knowledge will have an important bearing on where they are going in the future. While technologies are a means to link functional areas providing effective conduit for information and the sharing of knowledge, people within the organisation must be well trained in the use and understanding of technology for maximum benefit to be gained. Referred to frequently as just being an enabler, technology does add value. Without technology, organisations would find it very difficult to access the vast amount of information that is available in the external environment. They would not be able to link people both internally and externally for the sharing of knowledge and it is through sharing of ideas that new innovations emerge. While technology can be identified as an enabler it also adds considerable value to the management and operation of organisations.

Customer knowledge management, innovation capability and business performance: a case study of the banking industry

2014 ◽  
Vol 18 (3) ◽  
pp. 591-610 ◽  
Author(s):  
Nastaran Taherparvar ◽  
Reza Esmaeilpour ◽  
Mohammad Dostar
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
External Environment ◽  
Knowledge Flows ◽  
Innovation Capability ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
Private Banks

Purpose – This paper aims to examine the effect of customer knowledge management (CKM) on continuous innovation and firm performance in 35 private banks in Guilan (Iran). CKM emerges as an important and effective system for innovation capability and firm performance. However, the role of CKM in innovation and performance is not well understood. Design/methodology/approach – Data have been collected via questionnaires from managers of private banks in Guilan. Feedback was received from 265 managers in 350 distributed questionnaires, and hypotheses were tested using the structural equation modelling. Findings – The results of this paper indicate that knowledge from customers has a positive impact on both innovation speed and innovation quality as well as operational and financial performances. Also, our results demonstrate a different effect of knowledge about customer and knowledge for customers on various dimensions of innovation and firm performance. By using customer’s knowledge flows, firms will be aware of external environment and new changes in customers’ needs and so will be more innovative and perform better. Practical implications – CKM is known as an important system to connecting internal environment to external environment to create novel ideas. The results of this paper shed light on the consequences of CKM on firms and provide support for the importance of CKM to enhance innovation capacity and firm performance. Originality/value – This article is one of the first to find empirical support for the role of CKM within firms and its importance on innovation capability and firm performance. This study can provide valuable insights and guidance for researchers and managers as well.

scholarly journals Semantic Web Ontologies based Knowledge Management Framework for IT Service Management

2019 ◽  
Vol 8 (2S7) ◽  
pp. 512-517
Keyword(s):  
Knowledge Management ◽  
Semantic Web ◽  
Service Management ◽  
Management Practices ◽  
Service Industry ◽  
Management Framework ◽  
It Service ◽  
Current State ◽  
Information And Communication ◽  
Internal Operations

Technology driven organisations are investing hugely in training and knowledge enrichment of their employees. This is due to the fact that knowledge is now considered as an asset by organisations. Additionally, with emerging technologies, organisations are also spending heavily in Information and Communication Technology (ICT) to enhance their internal operations and processes. Among the various internal processes, Knowledge Management is an area which has been there since many years but when it is about the application of latest technology and innovations for Knowledge Management practices, there are huge opportunities. This paper presents an analysis of various KM frameworks available for different domains and based on current state and limitation identified, it proposes a Semantic Web Ontology based Knowledge Management System for IT Service Industry

Technology and Knowledge Management

2003 ◽  
pp. 66-78 ◽  
Author(s):  
Helen J. Mitchell
Keyword(s):  
Knowledge Management ◽  
External Environment ◽  
Amount Of Information ◽  
Vast Amount ◽  
Maximum Benefit ◽  
The Future ◽  
Functional Areas

Technology, having made rapid and extensive advances particularly in the area of communications, has opened opportunities for the gathering of information and providing a means through which knowledge can be shared. Organisations are recognising that information and knowledge will have an important bearing on where they are going in the future. While technologies are a means to link functional areas providing effective conduit for information and the sharing of knowledge, people within the organisation must be well trained in the use and understanding of technology for maximum benefit to be gained. Referred to frequently as just being an enabler, technology does add value. Without technology, organisations would find it very difficult to access the vast amount of information that is available in the external environment. They would not be able to link people both internally and externally for the sharing of knowledge and it is through sharing of ideas that new innovations emerge. While technology can be identified as an enabler it also adds considerable value to the management and operation of organisations.

The mediating role of knowledge exploration and exploitation for the development of an entrepreneurial university

2019 ◽  
Vol 57 (12) ◽  
pp. 3301-3320 ◽  
Author(s):  
Piera Centobelli ◽  
Roberto Cerchione ◽  
Emilio Esposito ◽  
Shashi Shashi
Keyword(s):  
Knowledge Management ◽  
External Environment ◽  
Internal Environment ◽  
Content Type ◽  
Knowledge Exploitation ◽  
Management Processes ◽  
University Performance ◽  
Knowledge Exploration ◽  
The Impact

Purpose The modern knowledge-based economy acknowledges the role of the third mission of universities related to the process of knowledge transfer as a driving force to face sustainability issues, in addition to the two traditional missions focusing on research and teaching. The purpose of this paper is to investigate the relationships between internal environment, external environment, knowledge exploitation, knowledge exploration and university performance. Design/methodology/approach This study applies confirmatory factor analysis and structural equation modelling to test the conceptual model in the Chinese education system. Findings The findings confirm the higher impact of internal environment on both knowledge exploitation and knowledge exploration as compared to external environment. Knowledge exploitation is more strongly related to university performance than knowledge exploration. These results highlight the imperative role of internal university stakeholders in fostering knowledge management strategies. In addition, they encourage academicians, practitioners and policy makers to focus their attention on the impact of knowledge management models, tools and practices in universities to achieve the entrepreneurial development which, in turn, has a positive impact on individual graduates and innovation ecosystems. Originality/value The necessity to develop a more entrepreneurial university, as well as the lack of evidence of their development in emerging countries, highlights the need to investigate how specific factors and knowledge management processes are impacting the universities’ performance. In fact, although previous studies provide an explanation of the impact of internal and external factors on a university’s performance, contributions integrating these concepts with strategic knowledge management processes are still lacking.

scholarly journals Implementation of Knowledge Management in Building the Organization Dealing Effectiveness of Dynamic Environment in the Disruptive Era

2021 ◽  
Vol 04 (07) ◽  
Author(s):  
Muhammad Harri ◽  
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Organizational Effectiveness ◽  
Environmental Changes ◽  
External Environment ◽  
Dynamic Environment ◽  
Narrative Approach ◽  
Daily Work ◽  
The Right ◽  
Very High

The focus of this study is the implementation of knowledge management, organizational effectiveness, and disruptive which uses a descriptive narrative approach to describe knowledge management as a multi-disciplinary approach. The method used is the descriptive qualitative analytic approach. Data collected through literature studies and fieldwork using interviews, observation and documentation study. The results showed that knowledge management is the organization's activities in managing knowledge as assets in which the various strategies are the proper distribution of knowledge to the right people and in the period of rapid so that they are can be interacting, share knowledge and apply it in their daily work to improve organizational performance. The results of this study are expected in the era of globalization where changes in environmental changes occur very rapidly, the uncertainty of the environment and the level of competition is very high often cause a leader should be able to have a strategy in making organizational decisions, errors in reading the situation and overreact to changes in the dynamically changing environment will fail. The organization will survive forward if managers can make the right decisions and quickly following the development of the internal and external environment.

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