Knowledge-Based Value Generation

2010 ◽  
pp. 1-16 ◽  
Author(s):  
Francisco Javier Carrillo
Keyword(s):  
Knowledge Management ◽  
Human Evolution ◽  
Management Practices ◽  
Integrated Approach ◽  
Organizational Level ◽  
Value Systems ◽  
Earth Systems ◽  
Knowledge Based ◽  
Human Value ◽  
Current Stage

This chapter aims to characterize Knowledge Based Development (KBD) from the perspective of value systems. After an introduction to its purpose and scope, the chapter is divided into five sections. The first section looks into the distinctive aspects of human knowledge-based or represented experience as the rationale for both Knowledge Management and Knowledge Based Development. The concept of KBD is introduced as a distinctive category and as the basis of a new social paradigm of special significance in view of both the current stage of human evolution and our impact on other Earth systems. In the second section the emergence and evolution of KBD as a field of study and practice is overviewed. Thirdly, the received perspective of knowledge capital as instrumental to increasing monetary growth and accumulation is contrasted with an integrated approach where all value elements relevant to a group are balanced into a unified system of categories. Such radical approach to KBD recaptures the essence of human value production and allows the redesign of accountacy and management practices at the organizational level, as well as of cultural and political practices at the communitary and global levels. Next, a review of some of the most visible KBD research agendas shows the trends in the evolution of this area and suggests the viability of a global R&D agenda. Finally, the possible contribution of KBD as a language to articulate national and international consesus-building on the most urgent issues is discussed as a conclusion.

Customer-centered knowledge management: challenges and implications for knowledge-based innovation in the public transport sector

2015 ◽  
Vol 19 (3) ◽  
pp. 559-578 ◽  
Author(s):  
Stavros Sindakis ◽  
Audrey Depeige ◽  
Eleni Anoyrkati
Keyword(s):  
Knowledge Management ◽  
Public Transport ◽  
Management Practices ◽  
Transport Systems ◽  
Transport Sector ◽  
Content Type ◽  
The Public ◽  
Knowledge Based ◽  
Knowledge Management Practices

Purpose – This study aims to explore the role of knowledge management practices in supporting current and emerging passengers’ and customer needs, aiming to create value. Specifically, the research examines the importance of customer-centred knowledge management in the delivery of innovative services and practices in the public transport sector, promoting the role of interactions between mobility stakeholders and travellers. Design/methodology/approach – A theoretical framework is developed and supported by the background literature on customer-centric knowledge management approaches, business model innovation, as well as on inter-organisational and network co-operations. Findings – Results show that the development of sustainable innovation and technologies in the transport sector requires knowledge management practices, which enable the access to knowledge about users’ needs, the mapping and evaluation of innovative knowledge, the promotion of knowledge-based innovation through collective approaches, as well as the acquisition and integration of new knowledge. Research limitations/implications – The conceptual framework developed in the paper remains limited to a theoretical understanding. Further research should empirically examine knowledge issues related to the intangible character and intellectual capital intensiveness of innovation in the transport sector. Practical implications – Researchers, public transport companies and public transport authorities are expected to benefit from this research, by developing mechanisms for customer-centred knowledge management, which is found to lead to innovative services and practices in the public transport sector. Another practical implication regards the adoption of knowledge management practices, leading to technological innovations in public transport, and advancing the level of sustainability in transport systems. Originality/value – The originality of this study lies in the development of a customer-focussed knowledge management framework, which provides a novel perspective of value creation in an attempt to engage researchers and practitioners from the transport industry in the conceptualisation and development of innovative solutions.

scholarly journals Knowledge management practices at an institution of higher learning

2012 ◽  
Vol 14 (1) ◽  
Author(s):  
Judith Mavodza ◽  
Patrick Ngulube
Keyword(s):  
New York ◽  
Knowledge Management ◽  
Mixed Methods Research ◽  
Management Practices ◽  
Higher Learning ◽  
Work Processes ◽  
Knowledge Based ◽  
Organisational Knowledge ◽  
Use Of Social Media ◽  
Metropolitan College

Background: This article underscores the fact that society is becoming more and more knowledge-based, and that the organisations that can identify, value, create and evolve their knowledge assets are likely to be more successful than those that do not. Knowledge management (KM) is about enhancing the use of organisational knowledge through sound practices of KM and organisational learning. KM practices encompass the capture and/or acquisition of knowledge, its retention and organisation, its dissemination and re-use, and lastly responsiveness to the new knowledge.Objective: The focus of this study was on KM principles and practices that may be in place in the Metropolitan College of New York (MCNY). The argument is that KM and its survival principles and tools may help the College to improve performance. However, there is uncertainty about whether the use of KM principles and tools can partly solve the College’s approach to improving the quality of education it provides.Methods: A mixed methods research methodology encompassing a questionnaire, observation, interviews, and use of institutional documents was used in the investigation.Results: The findings of the study indicate that KM concepts were not universally understood at MCNY.Conclusion: There is a need to create a knowledge inventory at MCNY. This may help the College to develop appropriate institution-wide policies and practices for proper and well organised methods of integrating work processes, collaborating and sharing (including the efficient use of social media), and developing an enabling institutional culture.

scholarly journals Knowledge management practices and innovation performance in Finland

2015 ◽  
Vol 10 (4) ◽  
pp. 432-455 ◽  
Author(s):  
Henri Tapio Inkinen ◽  
Aino Kianto ◽  
Mika Vanhala
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Empirical Studies ◽  
Innovation Performance ◽  
Theory And Practice ◽  
Knowledge Assets ◽  
Content Type ◽  
Knowledge Based ◽  
Proactive Management ◽  
The Impact

Purpose – Recent empirical studies have suggested that knowledge-based issues are closely related to companies’ innovation performance. However, the majority of research seems to be focused either on static knowledge assets or knowledge processes such as knowledge creation. The purpose of this paper is to concentrate on the conscious and systematic managerial activities for dealing with knowledge in firms (i.e. knowledge management (KM) practices), which aim at innovation performance improvements through proactive management of knowledge assets. The study explores the impact that KM practices have on innovation performance. Design/methodology/approach – The authors provide empirical evidence on how various KM practices influence innovation performance. The results are based on survey data collected in Finland during fall 2013. The authors use partial least squares to test the hypothesized relationships between KM practices and innovation performance. Findings – The authors find that firms are capable of supporting innovation performance through strategic management of knowledge and competence, knowledge-based compensation practices, and information technology practices. The authors also point out that some of the studied KM practices are not directly associated with innovation performance. Originality/value – This study adds to the knowledge-based view of the firm by demonstrating the significance of the management of knowledge for innovation performance. Furthermore, the division of KM practices into ten types and the provision of the validated scales for measuring these add to the general understanding of KM as a field of theory and practice. This study is valuable also from managerial perspective, as it sheds light on the potentially most effective KM practices to improve companies’ innovation performance.

A Comparative Analysis of Knowledge Management Practices in Times of Crisis in the Digital Age

2015 ◽  
Vol 6 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Isa Ipcioglu
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Global Financial Crisis ◽  
Document Management ◽  
Knowledge Based ◽  
Industrial Companies ◽  
Document Management System ◽  
Before And After ◽  
The Global Financial Crisis ◽  
Analysis Of Knowledge

Time of crisis is an extraordinary state. Knowledge based crisis management reduces uncertainties in the management process, supports decision-making process and assists executives to overcome the crisis. However, as knowledge management (KM) increasingly becomes important in time of crisis, organizations reduce KM practices to optimize their costs. The objective of this study is to compare the KM practices of top 500 industrial companies of Turkey before and after the Global Financial Crisis by comparing 2008 data with the findings of 2004 study of the author. The results of this study show that there are several developments of KM applications in time of crisis, particularly decreased use of some significant knowledge management technologies such as decision support systems, document management system, and data warehousing/mining.

Knowledge and the Politics of Innovation

2012 ◽  
pp. 347-364
Author(s):  
Theodora Asimakou
Keyword(s):  
Knowledge Management ◽  
Innovation Management ◽  
Business Groups ◽  
Organizational Level ◽  
Knowledge Based ◽  
New Knowledge ◽  
Interview Participant ◽  
The Creation ◽  
Management Approaches ◽  
The Individual

The chapter discusses the relationship between knowledge management and innovation; specifically, it examines how knowledge in organizations affects the creation of new knowledge and what the implications are for innovation management. The core argument is that in a knowledge-based company, where competition is assessed at the edge of rare expertise and the development of innovations (Boisot, 1998; Drucker, 1993; Sveiby 1997), knowledge, which is always interwoven with power, becomes a precious resource, on the grounds of which struggles are inevitably enacted over its control (Foucault, 1980; Clegg, 1989). To argue this, the chapter brings together two related fields, knowledge management and innovation, which even though in principle they examine similar phenomena, i.e. the creation and sharing of new knowledge, in practice they appear disconnected (Asimakou, 2009b). To support the arguments, two innovation mechanisms in two business groups of a major oil company are discussed. The study used a set of qualitative techniques for data collection (in-depth interview, participant observation, documentary analysis) and a sample of 41 employees, which represented the groups participating in the innovation game (manager, scientists, assistant scientists, administration staff and students). I argue that two mainstream innovation management approaches (the rational planning and the cultural approach) have shaped the understanding and actions of the Business Groups in setting up the innovation mechanisms; however, power struggles at the individual, group and organizational level impacted upon the innovation processes to the extent that the latter became passive ‘technical solutions’.

Security-Based Knowledge Management

2011 ◽  
pp. 3401-3405
Author(s):  
Shuyuan Mary Ho ◽  
Chingning Wang
Keyword(s):  
Knowledge Management ◽  
Real World ◽  
Management Practices ◽  
Information Age ◽  
Initial Step ◽  
Security Threats ◽  
Future Trends ◽  
Knowledge Based ◽  
Knowledge Codification ◽  
Knowledge Management Practices

As knowledge is recognized as intellectual (or intangible) assets that can enhance an organization’s competitive capability, how to effectively manage knowledge assets has become an important issue in the information age (Alavi, 2000). Literature in knowledge management (KM) emphasizes issues on knowledge creation, knowledge codification, knowledge sharing, and knowledge utilization; however, security perspectives on assuring knowledge confidentiality and knowledge integrity are left unaddressed. This article takes an initial step to address different perspectives of security centric knowledge management. This article first presents the background of security-based knowledge management. It then discusses sources of security threats in knowledge-based organizations and identi- fies challenges in four aspects of knowledge management practices, which are culture-based, strategy-based, contentbased (or standard-based), and technology-based, along with a discussion of 10 corresponding security domains. Real-world cases are intertwined with the challenges faced by knowledge-based organizations. This article ends with further envisioning the future trends of the security-based knowledge management.

Review of empirical research on knowledge management practices and firm performance

2016 ◽  
Vol 20 (2) ◽  
pp. 230-257 ◽  
Author(s):  
Henri Inkinen
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Management Practices ◽  
Relevant Literature ◽  
Empirical Literature ◽  
Effective Management ◽  
Content Type ◽  
Knowledge Resources ◽  
Managerial Practices ◽  
Knowledge Based

Purpose Knowledge management (KM) has emerged as one of the most discussed new management methods. Among the most debated areas in KM has been the association between knowledge and firm performance, but a lack of understanding and consensus still remains as a major issue. This paper aims to address the research gap by reviewing the empirical literature and determining how KM-based managerial and organizational practices are related with firm performance. Design/methodology/approach This study followed a systematic review procedure. Findings The findings demonstrate that utilization of KM practices is significant driver for innovation. Also, specific leadership characteristics and organizational arrangements are likely to support firm performance through more efficient and effective management of knowledge resources. Research limitations/implications This study adds to the discussion on knowledge-based view of the firm by pointing out the key organizational and managerial practices that are associated with firm performance. The results of this study also add structure to the previously scattered discussion on KM practices by synthesizing the relevant literature Practical implications Measuring KM performance is characterized by organizational complexity; this study demonstrated that innovation is a likely outcome of utilization of KM practices, but there are numerous other factors that influence the financial performance figures. Also, this study points out that organizations should pay attention to specific KM leadership attributes and organizational arrangements in order to achieve firm performance through KM. Originality/value This is the first systematic literature review on KM practices and firm performance. The results increase understanding of efficient and effective management of knowledge resources for organizational benefit.

Knowledge management practices and innovation performance

2019 ◽  
Vol 10 (2) ◽  
pp. 301-318
Author(s):  
Ade Irma Susanty ◽  
Yuyu Yuningsih ◽  
Grisna Anggadwita
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Organizational Innovation ◽  
Innovation Performance ◽  
Training Center ◽  
Content Type ◽  
Knowledge Based ◽  
Proactive Management ◽  
The Impact ◽  
And Training

Purpose This paper aims to concentrate on the conscious and systematic managerial activities associated with handling knowledge in an organization [i.e. knowledge management (KM) practices] for the purpose of improving innovation performance through proactive management of knowledge assets. This study explores the impact of KM practices on innovation performance in the research and training center of government apparatus. Design/methodology/approach This research provides empirical evidence on how various KM practices influence innovation performance. The results are based on the survey data collected in four areas of research and training centers of government apparatuses in Indonesia. Partial least squares are used to test the hypothesized relationships between KM practices and innovation performance. Findings The study found that IT practices and work organizations are positively and significantly related to innovation performance. This means that better implementation of information and technology will push innovation performance. The study also points out that knowledge-based compensation practice is one of the KM practice variables which is negatively and significantly related to innovation performance. This result shows that innovation performance will decrease by compensating knowledge improvement. Practical implications This study implies that in developing innovation performance, the research and training center should not focus on providing compensation, as it will only increase the costs rather than the innovation performance itself. Originality/value This study adds a knowledge-based view of government agencies by demonstrating the significance of KM for innovation performance. This study is also valuable from a managerial perspective, as it highlights the most effective KM practice to improve organizational innovation performance.

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