Can Knowledge Management Assist Firms to Move from Traditional to E-Commerce

2010 ◽  
pp. 102-115
Author(s):  
Irene Samanta
Keyword(s):  
Knowledge Management ◽  
Cost Saving ◽  
New Products ◽  
Scientific Achievement ◽  
Market Place ◽  
Global Business ◽  
Business World ◽  
Know How ◽  
Technological Achievement

This chapter is to define the firm’s innovative core and create frameworks to integrate innovation throughout the management of knowledge by generating implementing ideas, strategies and plans applied that cultivate a thinking organization aims to associate innovation with business targets. It argues that companies which manage and transform the knowledge effectively reap the rewards of scientific and technological achievement in order to adopt innovation concept in their operation. Furthermore, the author hope that firms understanding the information received from the current global business world and transmit it to reap the rewards of scientific achievement will increase their competitiveness competition not only for sales, but also for technical know – how and skills. At the company level depends on the speed with which new products can be brought to the market place and on the importance of achieving new cost – saving improvements.

Knowledge Management and Reuse in Industrial Approaches: Know-how Reuse and Transfer

2007 ◽  
Author(s):  
Madjid Fathi ◽  
Lotfi A. Zadeh ◽  
Gerald Silverberg ◽  
Ralf Montino ◽  
Hassan Reza ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Know How

Employee engagement and its relationship to the organization’s motivational programs

2021 ◽  
pp. 14-27
Author(s):  
E.R. Bobkova ◽  
N.V. Sidorov
Keyword(s):  
Employee Engagement ◽  
Business World ◽  
Know How ◽  
Incentive Programs

The topic of the article is relevant due to the fact that most organizations use certain incentive programs, but do not know how to properly assess their effectiveness. The article examines such an indicator of the effectiveness of motivational programs as the involvement of employees in their work. After all, employee engagement plays such a big role in today’s competitive business world. And rightly so - the failure or success of an enterprise mainly depends on their employees [1].

Cultural distance and inter-organizational knowledge transfer: a case study of a multinational company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dasun Bhagya Sapuarachchi
Keyword(s):  
Knowledge Management ◽  
Sri Lanka ◽  
Knowledge Transfer ◽  
Cultural Distance ◽  
Organizational Knowledge ◽  
Multinational Companies ◽  
Cultural Dimensions ◽  
Business World ◽  
Content Type ◽  
The Usa

Purpose The purpose of this study is to explore a phenomenon in knowledge management that has been given scant attention: the influence of cultural distance on inter-organizational knowledge transfer in the context of multinational companies involving headquarters in the USA and a subsidiary in Sri Lanka. Design/methodology/approach Designed as a qualitative exploratory study, data was collected through in-depth interviews of 15 participants and documents review. Findings The findings of this study implied that the theoretically introduced cultural dimensions shall be relevant to analyze the phenomenon of this study. Consequently, through the findings of this study, it is argued that inter-organizational knowledge transfer in multinational companies is influenced by cultural distance. Research limitations/implications This study theoretically and empirically contributes to the debates on knowledge transfer in knowledge management research in general and, inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries with respect to the influence of cultural distance in particular, through the light of Trompenaars’ (1993) cultural dimensions theory. Practical implications The findings of this study could motivate the practitioners to take into account: the influence of cultural distance on inter-organizational knowledge transfer, if inter-organizational knowledge transfer happens in similar contexts: multinational companies with a headquarters in the USA (a western context) and a subsidiary in Sri Lanka (a non-western context) in the practical business world. Originality/value This study provides theoretical and empirical insights into the influence of cultural distance on inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries in the selected context while suggesting various avenues for further research toward the influence of cultural distance on such phenomenon in similar/dissimilar contexts.

scholarly journals Evaluation of Knowledge Management Application on Bank Central Asia (BCA)

2017 ◽  
Vol 7 (4) ◽  
pp. 84
Author(s):  
Ardiansyah Haryanto ◽  
Hady Efendy
Keyword(s):  
Knowledge Management ◽  
Central Asia ◽  
Management System ◽  
Explicit Knowledge ◽  
National Development ◽  
Knowledge Management System ◽  
Global Business ◽  
Settlement Services ◽  
Development Goals ◽  
Or Organization

The increasingly global business competition has an impact on the increasing demands of competitiveness among companies in Indonesia in order to survive, the ability of decision making and solving a problem and effective managerial capability requires the company has strong intellectual capital and embrace open system to be able to respond more easily to the needs and needs of stakeholders in the company. Knowledge Management System (KMS) is a system created to facilitate the capture, storage, retrieval, transfer and reuse of knowledge. The purpose of making KMS is to create and build technology that can help users to reduce the tacit knowledge into explicit knowledge to be used in dealing with a problem with knowledge in accordance with the procedures of a company or organization in the action to handle the problem. Every company or organization has done the implementation of knowledge management system, not least in Bank Central Asia (BCA). BCA's strategy focuses on growth, credit quality and efficiency that enable BCA to achieve high-quality growth and enhance its role as a transactional Bank providing payment settlement services in support of achieving a strong Indonesian economy and national development goals. This research explains how far the application of knowledge management system conducted by BCA.

scholarly journals The Roles of Knowledge Management and Organizational Innovation in Global Business

2016 ◽  
pp. 1156-1180
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Organizational Innovation ◽  
Information Age ◽  
Strategic Plan ◽  
Global Business ◽  
Strategic Goals

This chapter explains the roles of Knowledge Management (KM) and organizational innovation in global business, thus describing the theoretical and practical concepts of KM and organizational innovation; the significance of KM in global business; and the significance of organizational innovation in global business. The accomplishment of KM and organizational innovation is vital for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and attain regular success in global business. Thus, it is necessary for modern organizations to investigate their KM and organizational innovation applications, create a strategic plan to constantly explore their functional advancements, and immediately respond to KM and organizational innovation needs of customers. Applying KM and organizational innovation will significantly enhance organizational performance and achieve strategic goals in the information age.

Talent agility, innovation adoption and sustainable business performance: empirical evidences from Indian automobile industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gopal Krushna Gouda ◽  
Binita Tiwari
Keyword(s):  
Knowledge Management ◽  
Automobile Industry ◽  
Significant Relationship ◽  
Business Performance ◽  
Innovation Adoption ◽  
Corporate Communication ◽  
Sustainable Business ◽  
Business World ◽  
Content Type ◽  
Learning Agility

PurposeAlthough Industry 4.0 has created a digital disruption in the business world, there is a huge demand for competent personnel to adapt to innovation in a highly volatile environment. This study aims to develop a conceptual framework on innovation adoption, thus creating a sustainable business performance in the Indian automobile industry.Design/methodology/approachA sample of 272 employees working in the Indian automobile industry was empirically tested to examine the hypothesized relationships. The proposed relationships were further tested using structural equation modelling (SEM) with AMOS 26 software.FindingsResults highlight that knowledge management, climate for innovation, learning agility and internal corporate communication positively affect innovation adoption. Perceived innovation characteristics also have a significant relationship with innovation adoption and sustainable business performance. Furthermore, innovation adoption has a positive relationship with sustainable business performance. However, ambidextrous leadership has a non-significant relationship with innovation adoption.Research limitations/implicationsThis study was confined to the Indian automobile industry, which restricts its generalizability. Thus, future research can be conducted in other sectors and country contexts.Practical implicationsThe paper provides valuable insights to practitioners, HR professionals and managers to develop an agile talent who quickly adapts innovative practices to deliver desired results. Organizations must incorporate digital leadership style, robust knowledge management, climate for innovation, learning agility and corporate communication into their talent development practices that further enhance strategic capabilities and lessen expenditures.Originality/valueThis paper provides a holistic framework of innovation adoption in the Indian automobile industry to attain sustainable business performance.

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 and Its Challenges in Global Business

2013 ◽  
pp. 290-315 ◽  
Author(s):  
Harish C. Chandan
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Performance Metrics ◽  
Strategic Change ◽  
International Strategy ◽  
Global Knowledge ◽  
Global Business ◽  
Productivity Improvement ◽  
Learning Productivity ◽  
Transactional Leadership Style

Knowledge Management (KM) is an organization-wide, strategic change management initiative dealing with people, processes, and Information Communication Technology (ICT) to achieve a competitive advantage through learning, productivity improvement, and innovation. Based on the current literature review of KM and its challenges in global business, a general framework for KM in terms of leadership, organization, and ICT is proposed. The role of leadership includes developing an international strategy for KM, executing strategic change management, practicing a mix of transformational and transactional leadership style, and developing KM performance metrics. The organizational parameters include learning, processes, culture, and organizational structure. ICT plays a crucial role in the learning and processes to acquire, store, share, and apply knowledge. Some of the KM challenges in global business include global leadership competencies and strategy, project-based flexible global virtual teams, global knowledge integration, and working with ICT gaps across different economies.

Sign in / Sign up

Export Citation Format

Share Document