Blog Content for Competitive Advantage: Lessons Learned in the Application of Software Aided Linguistics Analysis

Author(s):  
Forrest Shull ◽  
Raimund Feldmann ◽  
Michelle Shaw ◽  
Michelle Lambert

For capturing and transferring knowledge between different projects and organizations, the concept of a Best Practice is commonly used. A similar but more general concept for knowledge capturing is often referred to as a Lesson Learned. Both best practices and lessons learned are frequently organized in the form of knowledge collections. Such collections exist in many forms and flavours: From simple notes on a white board, to paper file collections on a shelf, to electronic versions filed in a common folder or shared drive, to systematically archived and standardized versions in experience and databases, or even specific knowledge management systems. In the past few decades, many organizations have invested much time and effort in such specific knowledge collections (e.g., databases, experience repositories) for best practices and/ or lessons learned. The driving force behind all these activities is to disseminate knowledge about proven solutions to their workforce. Ultimately, the goal is to avoid mistakes and improve the overall workflow and processes to possibly save money and gain a competitive advantage.


2016 ◽  
Vol 19 (1) ◽  
pp. 133-148 ◽  
Author(s):  
Alexander Brem ◽  
Maximilian Maier ◽  
Christine Wimschneider

Purpose – The purpose of this paper is to describe how Nespresso achieved competitive advantage through innovation by changing the rules of the game in its industry. Design/methodology/approach – Nespresso was analyzed based on public available secondary data, in combination with related academic concepts on innovation and competitive advantage. Findings – The company succeeded by the thorough application of a strategy that, through perfect alignment, allowed the company to reach a unique market position. However, as described in the case, it took a relatively long time and the company came close to failure several times. Before the current situation of the company, it remains challenging in the future as well. Hence, the Nespresso story provides interesting space for discussion and learning about what innovation is, how innovation emerges, and under which circumstances innovation can serve as a source for competitive advantage. Research limitations/implications – Especially given the current market situation, the case offers different starting points for discussion about innovation and long-term company success. Practical implications – Especially before the current market situation, the case offers different starting points for discussion about innovation and the success of a company on the long term. The case is designed to give practitioners a better understanding on what an innovation as, and how competitive advantages can be linked to innovation. Originality/value – This case of Nespresso is a unique combination of the concepts of innovation and competitive advantage. It serves as an example of an innovation, which was not successful from the scratch, but evolved over time and is still developing. As many innovations went through such a non-linear process, this case offers interesting lessons learned for academics as well as for practitioners.


2017 ◽  
Vol 2 (3) ◽  
pp. 243
Author(s):  
Mustika Lukman Arief

<p><em>The method used in this studydescriptive qualitative approach. The data used are primary data obtained through field survey. The object of research are employees of PT. </em><em>Putra </em><em>Mustika Prajasa Cargo (PMPC) Jakarta with a population of 137 people were directly sampled. The sampling technique in this study using census method. Knowledge into a powerful force to win the competition in this knowledge economy era Executives and managers who manage and direct the organization needs the support of information and knowledge in developing corporate strategy and perform better decisions in order to maintain and build a strong competitive edge. How does an organization manage information and knowledge will be a critical success factor to become the market leader. Knowledge that contain experience, intuition, best practices and lessons learned into intangible assets which can be used to achieve the goals and objectives. The management system will process, store, retrieve, communicate and share data, information and knowledge becomes a tool to create value for the organization and shareholders and accelerate the development of culturally appropriate to become a knowledge-based organization. The results showed no major competitive advantage of knowledge, and for a company to be put into practice knowledge management operations. </em></p><p><em>Pengetahuan menjadi kekuatan yang kuat untuk memenangkan persaingan dalam pengetahuan ini ekonomi Eksekutif era dan manajer yang mengelola dan mengarahkan organisasi membutuhkan dukungan informasi dan pengetahuan dalam mengembangkan strategi perusahaan dan melakukan keputusan yang lebih baik dalam rangka untuk mempertahankan dan membangun keunggulan kompetitif yang kuat. Bagaimana sebuah organisasi mengelola informasi dan pengetahuan akan menjadi faktor penentu keberhasilan untuk menjadi pemimpin pasar. Pengetahuan yang mengandung pengalaman, intuisi, praktik terbaik dan pelajaran menjadi aset tak berwujud yang dapat digunakan untuk mencapai tujuan dan sasaran perusahaan. Sistem manajemen pengetahuan satu collect, memproses, menyimpan, mengambil, berkomunikasi dan berbagi data, informasi dan pengetahuan menjadi atool untuk menciptakan nilai bagi organisasi dan pemegang saham dan mempercepat pengembangan budaya yang tepat untuk menjadi organisasi berbasis pengetahuan. </em><em>Paper</em><em> adalah tinjauan literatur yang </em><em>ada pada diskusi masalah</em><em>.</em><em> </em><em> A</em><em>pakah</em><em> keunggulan kompetitif utama pengetahuan? Bagaimana sebuah perusahaan akan menempatkan manajemen pengetahuan dalam praktek? Apakah Praktek manajemen pengetahuan akan menghasilkan keunggulan kompetitif dan mempertahankan itu? Ini</em><em>lah</em><em> isu-isu </em><em>dan fokus </em><em>terkait dari </em><em>tulisan</em><em> ini.</em><em></em></p>


Author(s):  
Rick Gibson

The purpose of this chapter is to explore the practical application of knowledge management as an aid to decision making by pharmaceutical firms which comprise an industry that seems very well suited for knowledge management investigation. Although researchers assert that knowledge management has moved beyond fad status to become mainstream, practitioners remain skeptical and express major concerns regarding the ambiguity surrounding the sub-discipline associated with the management of knowledge. The major players in the pharmaceutical industry have already implemented knowledge management systems and therefore may experience a competitive advantage over other pharmaceutical companies. No attempt will be made in this chapter to suggest how the lessons learned from the pharmaceutical industry can be generalized to other industries.


2011 ◽  
Vol 33 (3) ◽  
pp. 337-347 ◽  
Author(s):  
Christopher D. Hopkins ◽  
Mary Anne Raymond ◽  
Les Carlson

With an increasingly competitive job market, this study focuses on what marketing educators can do to help students develop a sustainable competitive advantage. The authors conducted a survey of students, faculty, and recruiters to develop a better understanding of what skills and characteristics might be of value to each group of respondents and to ascertain where differences might exist across respondent groups. Although the basic skills (i.e., critical thinking, communication) recruiters seek have not changed much from previous studies, recruiters rated critical thinking skills, such as problem solving, much higher than either faculty or students. Graduates must be accountable and show the impact and rationale behind decisions. In other words, educators must continue to stress reading, writing, and “arith-metrics.” The lessons learned herein include ways to engage students, strengthen communication skills, incorporate skill development workshops, use professional speakers in marketing organizations, and promote services available outside the classroom as well as help students develop multiple skill sets in class. Educators should also encourage students to be open-minded, creative, and explore opportunities including internships and positions that may not be their current career choice. Finally, educators should discuss pros and cons of going straight through school or working before attending graduate school.


Author(s):  
Petros A.M. Gelepithis

Knowledge management is a set of systematic actions that organizations can take to obtain the greatest value from the knowledge available to it (Davenport & Prusak, 1998). Systematic means that knowledge management is made up of intentional actions in an organizational context. Value means that knowledge management is measured according to how knowledge management projects contribute to increased organizational ability (see for example Prieto & Gutiérrez, 2001; see Goldkuhl & Braf, 2002, on the subject of organizational ability). The motivation for knowledge management is that the key to competitive advantage for organizations in today’s business world is organizations’ ability to manage knowledge (Nonaka & Takeuchi, 1995; Davenport & Prusak, 1998). Knowledge management as an intentional and value-adding action is not easy to accomplish in practice (Scarbrough & Swan, 1999). Scarbrough and Swan (1999) present several case studies in knowledge management, successful and unsuccessful in their respective knowledge management projects. A major point and lessons learned from the case studies is that prevalent approaches in knowledge management overstate technology and understate how technology is implemented and applied.


Author(s):  
Diane Bandow ◽  
Joseph T Gerweck

Purpose – This paper provides considerations for organizations interested in supporting knowledge sharing among employees based on experiences and recent research. Experiences emphasize the need to discover and recognize unofficial communities of practice; support distributed leadership; support control of the communities by their members; enable interaction and learning opportunities; consider social media carefully; leaving choices up to the community members; and an approach to calculating the value of communities of practice (CoPs) based on knowledge management. Design/methodology/approach – The approach of this paper focuses on six basic themes from research and experiences in the literature with CoPs. Lessons learned and recommendations are provided. Findings – Lessons from CoPs focus on the need for distributed leadership or all engage, participate and share responsibilities; control of the community belongs to the members, and they decide membership; interaction and learning opportunities are essential to support competitive advantage for the organization and continuous development for the community members. Social media is unproven in the workplace and should be approached carefully, as the CoP must determine benefits and advantages. An approach to calculating value is proposed, based on calculating the value of knowledge management. Practical implications – As CoPs continue to evolve, organizations play a key role in supporting their development which in turn provides competitive advantage for the organization. Continuous learning and development are the key aspects of these communities, including opportunities for leadership, decision-making and professional development. Technology can play an important role in CoPs, but must be supported by the membership. The return on investment (ROI) may be significant and learning opportunities provide the potential for personal development and the enhancement of organizational performance. Originality/value – This review offers insights into experiences and findings from CoPs, supports distributed leadership and control of the community among the members, strongly recommends interaction and learning opportunities and addresses social media as a possibility to support the CoP. The ROI potential supports and encourages organizations to develop employees and enhance overall performance.


2008 ◽  
Vol 22 (6) ◽  
pp. 343-353 ◽  
Author(s):  
Elias G. Carayannis

In today's globalizing and hypercompetitive marketplace, knowledge and learning are the only capabilities that can provide sustained competitive advantage. ‘Knowledge’ is the content of learning, and a firm gains competitive superiority either by knowing something that its competitors do not know or by having a certain type of knowledge that cannot easily be replicated. ‘Learning’ is the process of gaining new knowledge, so that the firm is constantly accumulating and assimilating knowledge and this becomes the basis for creating and improving organizational routines. Learning is the also the basis of what strategists are calling firms' ‘dynamic capabilities’ (Tushman and Rosenkopf, 1992), which enable them to build new competences in an evolutionary cycle to maintain an edge in an ever-changing industrial environment. This paper explores conceptually and attempts to validate empirically the nature and dynamics of strategic knowledge arbitrage and serendipity (SKARSE) as real options drivers (RODs). The author reviews and assesses how, why and when SKARSE serve as high value adding RODs and identifies critical success and failure factors in designing and implementing real options that leverage SKARSE. He also examines the lessons learned from actual mergers and acquisitions. Finally, he addresses the operation of SKARSE in the context of a complex evolutionary ecosystem shaped by the dynamics of co-opetition, co-evolution and co-specialization.


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