Knowledge Management in SMEs Clusters

2011 ◽  
pp. 1475-1493
Author(s):  
Josep Capó-Vicedo
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Competitive Advantage ◽  
Organizational Form ◽  
Knowledge Generation ◽  
Diffusion Of Knowledge ◽  
Geographical Regions ◽  
External Agents ◽  
The Creation ◽  
And Diffusion

This chapter highlights the necessity of establishing relationships with other companies and external agents in order to empower the creation and diffusion of knowledge, through factors such as innovation. Likewise, the influence of geographical and territorial factors will be studied in the context of this economy. SMES normally work and are immersed in particular geographical regions so this chapter will analyze the particular case of knowledge generation and sharing in SMES clusters as an essential source of competitive advantage. A new organizational form will be suggested in order to make possible the creation, transfer and sharing of knowledge in supply chain of SMES clusters. In this sense, a network functioning model is finally proposed.

Knowledge Management in SMEs Clusters

2009 ◽  
pp. 106-124 ◽  
Author(s):  
Josep Capó-Vicedo
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Competitive Advantage ◽  
Organizational Form ◽  
Knowledge Generation ◽  
Diffusion Of Knowledge ◽  
Geographical Regions ◽  
External Agents ◽  
The Creation ◽  
And Diffusion

This chapter highlights the necessity of establishing relationships with other companies and external agents in order to empower the creation and diffusion of knowledge, through factors such as innovation. Likewise, the influence of geographical and territorial factors will be studied in the context of this economy. SMES normally work and are immersed in particular geographical regions so this chapter will analyze the particular case of knowledge generation and sharing in SMES clusters as an essential source of competitive advantage. A new organizational form will be suggested in order to make possible the creation, transfer and sharing of knowledge in supply chain of SMES clusters. In this sense, a network functioning model is finally proposed.

The structure of knowledge management in inter-organisational exchanges for resilient supply chains

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Umar ◽  
Mark Wilson ◽  
Jeff Heyl
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Supply Chains ◽  
Knowledge Generation ◽  
Collaborative Culture ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Food Supply Chains ◽  
Study Approach ◽  
Structure Of Knowledge

Purpose This study aims to build on the extant literature of knowledge management (KM) capabilities, notably infrastructure and processes, and examine how these capabilities influence the resilience of supply chains that experience regular natural disasters. Design/methodology/approach A multiple case study approach has been adopted to investigate the role of KM within foods supply chains of two different South Asian regions. This context was selected as these regions are prone to regular natural disruptions and these food supply chains also play a crucial role in the relief process. Findings The data shows that supply chain resilience can be enhanced when supply chain members collaborate to generate, share and use knowledge. These KM processes are greatly facilitated by KM infrastructure capabilities. IT advancements, a cohesive collaborative culture and the presence of strong central hubs firms in the network facilitate knowledge generation, knowledge sharing and knowledge utilisation, thus building supply chain resilience. Given the abductive nature of this research, these findings form the most likely associations, but with a degree of uncertainty. Hence, the authors provide propositions for further detailed research in this important area. Originality/value This study is one of the few, as far as the authors can tell, that seeks to examine the influence of KM on the resilience of supply chains. Further, uncovering the sub-structure of KM in this context adds to this emerging body of literature.

Inquiring Organizations

2011 ◽  
pp. 1-21 ◽  
Author(s):  
Dianne J. Hall ◽  
David Croasdell
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Form ◽  
Communication Processes ◽  
The Creation

This chapter describes each of Churchman’s inquirers as a process and how each can be perceived as an organizational form. By combining the forms suited to each inquirer, we show how an integrated organizational form founded on the inquirers can support an entire inquiring organization and how this form may be used to facilitate organizational learning and the creation and management of knowledge. We have laid the foundation of organizational form perspective for researchers and believe this foundation will enable researchers to investigate organizational learning, knowledge management, and communication processes within the complexity of inquiring organizations.

Visualizing Knowledge Networks and Flows to Enhance Organizational Metacognition in Virtual Organizations

2010 ◽  
pp. 1617-1631
Author(s):  
Mark E. Nissen
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Organizational Context ◽  
Virtual Organization ◽  
Organizational Form ◽  
Virtual Organizations ◽  
Knowledge Networks ◽  
Organizational Practice ◽  
Computer Technologies ◽  
Key Issues

In today’s increasingly networked world of organizational practice, information and computer technologies are enabling people and organizations to collaborate ever more virtually (i.e., even when distributed temporally and geographically). Despite the clear and many advantages enabled by the virtual organization, this increasingly common virtual organizational form is very demanding in terms of Knowledge Management. The key problem is that many otherwise knowledgeable people and organizations are not fully aware of their knowledge networks, and even more problematic, they are not aware that they are not aware. Thus organizational metacognition (e.g., an organization knowing what it knows) offers the potential to elucidate the key issues associated with knowledge networking in the virtual organization. The research described in this chapter builds upon a stream of work to understand and harness dynamic knowledge and organization for competitive advantage, with a particular emphasis upon knowledge networks and flows in the virtual organizational context.

The mediating role of supply chain collaboration on the relationship between information technology and innovation

2019 ◽  
Vol 23 (3) ◽  
pp. 548-567 ◽  
Author(s):  
Daniel Jimenez-Jimenez ◽  
Micaela Martínez-Costa ◽  
Cristobal Sanchez Rodriguez
Keyword(s):  
Information Technology ◽  
Supply Chain ◽  
Indirect Effect ◽  
Product Innovation ◽  
Supply Chain Collaboration ◽  
Content Type ◽  
Transmission Of Knowledge ◽  
Radical Innovations ◽  
External Agents ◽  
The Creation

PurposeThe high level of competition in the globalized business environment forces companies to innovate to remain competitive. Previous literature often cites information technology (IT) and supply chain collaboration as direct contributors to product innovation and IT as a direct enabler of supply chain collaboration. This suggests that IT could have an indirect effect on product innovation through supply chain collaboration, although this relationship has not been addressed yet. This paper aims to analyze empirically the direct impacts of IT and supply chain collaboration on incremental and radical product innovation and the indirect effect of IT on both types of product innovation through supply chain collaboration by using data collected from a sample of 200 manufacturing firms.Design/methodology/approachStructural equation modeling was used to check the research hypotheses with a sample of 200 manufacturing companies.FindingsThe results show supply chain collaboration has a positive effect on technological innovation, showing that the collaboration with external agents foster both incremental and radical innovations. Furthermore, results show that IT directly enhances both types of product innovation (incremental and radical) indirectly through supply chain collaboration.Research limitations/implicationsThis article supports the pursuit of open innovation that suggests the need to acquire external knowledge to be able to develop innovation projects. The use of tools that facilitate this transmission of knowledge becomes indispensable in environments in which companies must be involved in supply chains in which different external agents intervene and in which collaboration can promote the creation of synergies and superior competitive advantages.Practical implicationsInnovation requires more and more the use of knowledge management practices that capture external information to be used in the creation of new products. In this case, collaboration within a supply chain facilitates incremental and radical innovations. However, to strengthen this transfer of information and the adoption of behaviors that stimulate innovation, the company must use ITs.Originality/valueThis paper focus on the indirect effect of IT on product innovation through the creation of the collaborations with external agents. In spite of the importance of this relation, it has been poorly studied by previous literature. The paper’s greatest interest lies in the fact that ITs not only facilitate the transmission of knowledge but also facilitate other types of behavior among supply chain agents that invite collaboration and generate innovations.

scholarly journals Peranan Knowledge Management dalam Meningkatkan Keunggulan Kompetitif BTPN Syariah

2018 ◽  
Vol 1 (2) ◽  
pp. 43-49
Author(s):  
Anggiearanidipta Suma Muhammadsjah
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Competitive Advantage ◽  
Banking Market ◽  
Global Banking ◽  
The Creation ◽  
Use Of Knowledge

Knowledge has been recognized as the most difficult resource traded and imitated. The creation and use of knowledge needs to be managed at the level of individuals, groups, and companies. For the Bank itself, knowledge management is not organizing knowledge of their human resources as assets, but also as a key competitive advantage amid the global banking market. This paper discusses how knowledge management will be very beneficial for the BTPN Sharia to maintain a competitive advantage. Pengetahuan sudah diakui sebagai sumber daya yang paling sulit diperdagangkan dan ditiru. Penciptaan dan penggunaan pengetahuan perlu dikelola dengan baik pada level individu, kelompok, maupun perusahaan. Bagi BTPN Syariah sendiri, manajemen pengetahuan bukan hanya sekedar mengatur pengetahuan sumber daya manusianya sebagai asset, tetapi juga sebagai kunci keunggulan kompetitif ditengah pasar global dunia perbankan. Paper ini membahas bagaimana manajemen pengetahuan akan sangat bermanfaat bagi BTPN Syariah untuk menjaga keunggulan kompetitif.

Data Mining Techniques in Knowledge Management

2017 ◽  
pp. 200-232
Author(s):  
Hirak Dasgupta
Keyword(s):  
Data Mining ◽  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Economy ◽  
High Technology ◽  
Educational Institutions ◽  
Diffusion Of Knowledge ◽  
Technology Products ◽  
And Diffusion

The ability to manage knowledge is becoming increasingly more crucial in today's knowledge economy. The creation and diffusion of knowledge have become ever more important factors in competitiveness. More and more, knowledge is being regarded as a valuable commodity that is embedded in products (especially high-technology products) and in the tacit knowledge of highly mobile employees. Data mining is an essential tool, which is used to predict and classify the data collected from the customers. Data mining can be applied for classifying and clustering student characteristics based on demographic, psychographic and behavioural variables. Data mining can also be applied by using if-then rule. In addition, it can describe the profile of successful and unsuccessful students based of GPA achieved during the semesters. This chapter aims to study the role of data mining in the education sector and emphasizes on the role of knowledge management in educational institutions.

From the Intranet to the Enterprise Knowledge Portal

2011 ◽  
pp. 408-412
Author(s):  
Carol Ann Barraclough ◽  
Udo Richard Averweg ◽  
Angela Frances O’Byrne Spencer
Keyword(s):  
Knowledge Management ◽  
World Wide ◽  
Internet Technology ◽  
Web Browser ◽  
Diffusion Of Knowledge ◽  
The World ◽  
Worldwide Network ◽  
And Diffusion ◽  
The Web ◽  
Knowledge Portal

The Internet (also called “the Web” or the “World Wide Web”) is a worldwide network that allows organisations to send and receive communication (Gray, 2006). Internet technology is becoming increasingly pervasive within organisations. The terms to describe the resulting access to information and suites of applications through the Web browser are having a multiplying effect: intranet, corporate portal, enterprise portal, and enterprise knowledge portal. Technology facilitates the identification, creation, and diffusion of knowledge among organisational elements within and across organisations. For knowledge management, people (and not technology) solve information and knowledge management problems. Wells, Sheina, and Harris-Jones (2000) indicate that less than 5% of employee knowledge is actually captured and accessible across the organisation.

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