Developing a Corporate Knowledge Management Platform in a Multibusiness Company

2009 ◽  
pp. 193-207
Author(s):  
Arla Juntunen
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
High Velocity ◽  
Corporate Performance ◽  
Resource Based View ◽  
Knowledge Resources ◽  
Management Platform

This chapter focuses on the development of the Knowledge Management (KM) platform, and, more generally, the knowledge- and resource based view (RBV) of the firm. The knowledge is seen as a source of a competitive advantage. In high-velocity markets, like the ICT-sector, the knowledge is crucial in creating a long-term competitive advantage over the competitors. The study claims that corporate performance was improved when the case company simultaneously exploited a balanced set of related knowledge resources of the corporate KM Platfrom across its business areas.

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.

Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector

2009 ◽  
pp. 86-107
Author(s):  
Arla Juntunen
Keyword(s):  
Knowledge Management ◽  
Qualitative Study ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Organizational Memory ◽  
Management Platform ◽  
Corporate Memory

This chapter focuses on the challenges of developing a knowledge management platform to support organizational memory and knowledge transfer. The study is based on a qualitative study in the ICT sector. First, the chapter discusses the development of the KM platform. Second, the benefits, and a competitive advantage of such a platform, are discussed. Finally, the conclusions are made, based on the case study.

Competitive Advantage of Knowledge Management

2011 ◽  
pp. 34-43 ◽  
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.

scholarly journals Pembelajaran Pengetahuan Kreatif M elalui As et Strategis Dalam Menin gkatkan Keunggulan Kompetitif

2018 ◽  
Vol 5 (1) ◽  
pp. 1
Author(s):  
Muhammad Husni Mubarok
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Creative Thinking ◽  
Entrepreneurial Learning ◽  
Knowledge Resources ◽  
Turbulent Environments ◽  
External Environments

This paper develops a creativity-based framework of entrepreneurial learning and knowledge management through strategic asset towards competitive advantage. Entrepreneurial learning, knowledge management and creativity are interdependent. The strength of a firm’s strategic asset help shapes its proficiency to develop creative capabilities of turbulent environments through entrepreneurial learning. Enterprises with strong creative capabilities are intensely entrepreneurial, but instead depend on how firms’ capabilities synergistically combine and transform knowledge resources. Furthermore, this paper aims to integrated the concept of strategic asset, entrepreneurial learning, knowledge management and creative thinking and places bounds on feasibility of particular strategies to sustain superior enterprises competitive advantage in complex and volatile external environments.

Competitive Advantage of Knowledge Management

2010 ◽  
pp. 89-102
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.

Integration of Knowledge Resources in R&D Organizations

2007 ◽  
pp. 263-280 ◽  
Author(s):  
V. Janev
Keyword(s):  
Knowledge Management ◽  
Integrated System ◽  
Semantic Technologies ◽  
Integration Framework ◽  
Knowledge Resources ◽  
Technology Sector ◽  
Management Platform ◽  
Creativity And Innovation ◽  
Initial Results ◽  
Semantic Layer

This chapter introduces a business integration framework suitable for knowledge management in research and development (R&D) organizations in the high-technology sector. The knowledge management platform design is based on the latest technological trends and standards. Two main constituents of the proposed system are: the document warehouse layer, based on data warehousing methodology; and the semantic layer, based on the latest semantic technologies ontologies and Web services. The initial results of introducing such a platform at the Mihajlo Pupin Institute (MPI) in accordance with the adopted ISO 9001 Quality Assurance standard are presented and discussed. The implementation of this integrated system is a large, multifaceted project carried on by turns in a bottom-up and top-down manner. Its use at MPI will facilitate reusability of knowledge items, and enhance creativity and innovation.

scholarly journals Knowledge and strategic management

2012 ◽  
Vol 52 (No. 3) ◽  
pp. 101-106 ◽  
Author(s):  
J. Hron
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Organisational Learning ◽  
Current Development ◽  
Resource Based View ◽  
Management Knowledge ◽  
Recent Developments ◽  
Tacit And Explicit Knowledge

The article summarizes recent developments in the field of knowledge management and its vital influence on strategic management. Knowledge has become a resource of key importance with regard to the competitive advantage of a business. It thus strengthens the resource-based view of competitive advantage and develops it further by providing guidelines for developing, storing, and sharing knowledge within a business with the use of the concept of organisational learning. Tacit and explicit knowledge is distinguished in order to differentiate their contribution towards the competitiveness of a business. Based on these developments major trends affecting current development of strategic management are defined as well as recommendations drawn from the experience of leading subjects in the field.

A Social Knowledge Management Platform for Universal Primary Education Online

2021 ◽  
pp. 743-762
Author(s):  
Somprakash Bandyopadhyay ◽  
Arina Bardhan ◽  
Priyadarshini Dey ◽  
Shrabastee Banerjee ◽  
Srimoyee Das ◽  
...  
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Rural Areas ◽  
Social Knowledge ◽  
Quality Teachers ◽  
Knowledge Resources ◽  
Management Framework ◽  
Management Platform ◽  
Informal Knowledge ◽  
The Masses

Social knowledge management is a framework that allows its users to create and modify content collaboratively using social media and web 2.0 technologies. Social knowledge management can also be defined as the management of social knowledge where it is aimed towards social development. India today is facing a huge rural-urban divide with regard to poor learning achievement at the elementary level in remote rural areas. Remote rural schools are engulfed with problems such as the unavailability of good quality teachers and a poor learning environment. In this context, the chapter seeks to utilize a robust social knowledge management framework to impart universal education in the form of both formal and informal knowledge to the masses in remote rural areas by mobilising free online knowledge resources and the dormant knowledge capital of educated senior citizens. It further illustrates the design and development of a social media based knowledge management platform named OwlishOracle that addresses issues of exclusion and unequal educational attainment through “connecting generations”.

scholarly journals The Client Voices Pilot: Managing Knowledge in the NGO Sector in Aotearoa-New Zealand

2021 ◽  
Author(s):  
◽  
Jarrod Rendle
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Critical Analysis ◽  
Real Life ◽  
Pilot Project ◽  
Knowledge Management System ◽  
Management Issue ◽  
Grass Roots ◽  
Aotearoa New Zealand

<p>The purpose of this thesis is to present the Client Voices pilot project as an example of the type of knowledge management system that non-government organisations in the community and development sectors can use to leverage competitive advantage for their long term success. The four major knowledge management issue themes: connectivity, collaboration, content and capacity are discussed in detail throughout the thesis. The organisations, legislation, project background work and funding issues that created the environment for the Client Voices project are outlined. Following this an examination of the theory behind both knowledge management and competitive advantage is offered with a number of real-life, practical examples used for descriptive purposes. The Client Voices pilot project is then discussed in some detail in terms of the methodology employed as well as the fieldwork that undertaken. A critical analysis of the project is then presented using the four major issues themes and a number of recommendations are made for development practitioners and academics alike. Finally, the findings of the thesis are reiterated, the implications of both the Client Voices project and knowledge management in the NGO sector are posed and the effects of globalisation on grass roots NGOs as well as an alternative growth model are considered.</p>

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