scholarly journals Creating a Sustainable Competitive Advantage for Organizations Through the Implementation of Knowledge Management with the help of Modern Information Technology

2019 ◽  
pp. 203-216
Author(s):  
Mohammad Hajimohammadi ◽  
Ardeshir Bazrkar ◽  
Sajad Vafaei
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Modern Information Technology ◽  
Modern Information

Hoy, los rápidos cambios ambientales, organizativos y tecnológicos han creado un entorno competitivo complejo para las organizaciones. La tecnología de la información es una herramienta y una estrategia para que las organizaciones interactúen con estas complejidades y cambios. El presente estudio evalúa el papel mediador de la tecnología de la información moderna en relación con la gestión del conocimiento y la ventaja competitiva sostenible. Para verificar las hipótesis, se utilizaron dos valores críticos (CR y P) sustentado en el modelo de ecuación estructural. Basado en el nivel de significancia del 5%, el valor crítico debe ser mayor que 1.96. De acuerdo, con los resultados, para todas las hipótesis de investigación, este valor fue más de 1.96 y el valor de P fue menor al 5%. Se puede concluir que la tecnología de la información y la gestión del conocimiento tienen un impacto positivo y significativo en la creación y el desarrollo de una ventaja competitiva sostenible para las organizaciones. Por ultimo, se encontró que la tecnología de la información moderna es un importante papel mediador en la relación entre la gestión del conocimiento y la ventaja competitiva sostenible.  

Government Innovation Through Knowledge Management

2008 ◽  
pp. 493-507
Author(s):  
Luis Felipe Luna-Reyes
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Sustainable Competitive Advantage ◽  
Critical Factors ◽  
Private Organizations ◽  
New Business ◽  
New Business Models ◽  
Government Innovation

Contemporary organizations face the challenge of growing and advancing in a complex and changing environment (Johannessen, Olaisen, & Olsen, 2001; Malhotra, 2000). In order to accomplish this objective, private organizations continuously innovate to attract customers (Johannessen et al.). Competition has been accelerated by information technology, which allows the appearance of new business models, introducing new competitors in the business arena (Rayport, 2001). Under these circumstances, it appears that innovation is one of the most valuable activities for any organization (Nonaka, 1996). Furthermore, the management of intangible assets such as knowledge is one of the critical factors to promote innovation and sustainable competitive advantage (Davenport, 2001; De Long & Fahey, 2000; Malhotra; Nonaka).

Knowledge Management Systems

2011 ◽  
pp. 27-48
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Information Systems ◽  
Control Level ◽  
Management Systems ◽  
Organizational Policies ◽  
Modern Information Technology ◽  
Management Area ◽  
Modern Information ◽  
Processing Organizations

As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of impact was at the point work got done and transactions (e.g., orders, deposits, reservations) took place. The inflexible, centralized mainframe allowed for little more than massive number crunching, commonly known as electronic data processing. Organizations became data heavy at the bottom and data management systems were used to keep the data in check. Later, the management information systems were used to aggregate data into useful information reports, often prescheduled, for the control level of the organization – people who were making sure that organizational resources like personnel, money, and physical goods were being deployed efficiently. As information technology (IT) and information systems (IS) started to facilitate data and information overflow, and corporate attention became a scarce resource, the concept of knowledge emerged as a particularly high-value form of information (Grover & Davenport, 2001). Information technology can play an important role in successful knowledge management initiatives. However, the concept of coding and transmitting knowledge in organizations is not new: training and employee development programs, organizational policies, routines, procedures, reports, and manuals have served this function for many years. What is new and exciting in the knowledge management area is the potential for using modern information technology (e.g., the Internet, intranets, extranets, browsers, data warehouses, data filters, software agents, expert systems) to support knowledge creation, sharing and exchange in an organization and between organizations. Modern information technology can collect, systematize, structure, store, combine, distribute and present information of value to knowledge workers (Nahapiet & Ghoshal, 1998).

scholarly journals THE REAL WINNERS : APLIKASI KNOWLEDGE MANAGEMENT DALAM INDUSTRI PERBANKAN NASIONAL

2016 ◽  
Vol 4 (1) ◽  
Author(s):  
Heri Yuliyanto
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Quality Management ◽  
Competitive Advantage ◽  
Banking Industry ◽  
Secondary Data ◽  
Sustainable Competitive Advantage ◽  
Literature Study ◽  
Bank Account ◽  
The Real

Mastery of information technology is important for the banking industry has an oligopoly marketstructure, but does not guarantee a sustainable competitive advantage. To win the competition is not onlydetermined by the technologically and price (interest given), but also factors mastery of knowledge andinformation currently an issue that is very strategic.If a bank uses technology as an advantage its competitiveness, then the advantage will be temporary, because thetechnology has the properties easily imitated. However, if the advantages of information technology along withthe mastery of information and knowledge of quality management, the competitors require greater effort and along time to be able to imitate or duplicate the competitive advantage. Thus the competitive advantage thatwill last longer.Through literature study and analysis of secondary data obtained information that the national bankingmarket outlook is still widespread. In addition, the technology factor is not the major factor is the mainattraction or reason for customers to have a bank account, but the image bank safe is the main reason to haveaccounts.Keyword; Knowledge Mangement, MEA , competitive advantege, competitive strategy

The Roles of Information Technology and Knowledge Management in Global Tourism

2016 ◽  
pp. 109-138 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Business Performance ◽  
Strategic Plan ◽  
Sustainable Competitive Advantage ◽  
Customer Requirements ◽  
Global Tourism

This chapter describes the roles of information technology (IT) and knowledge management (KM) in global tourism, thus explaining the theoretical and practical overviews of IT, KM, and global tourism; the significance of IT in global tourism; and the significance of KM in global tourism. The fulfillment of IT and KM is vital for modern organizations that seek to serve suppliers and customers, increase business performance, sustain competitiveness, and accomplish continuous success in global tourism. Therefore, it is necessary for modern organizations to promote their IT and KM applications and establish a strategic plan to regularly examine their advancements toward satisfying customer requirements. The chapter argues that applying IT and KM has the potential to increase organizational performance and gain sustainable competitive advantage in global tourism.

The Roles of Information Technology and Knowledge Management in Global Tourism

2017 ◽  
pp. 492-521 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Business Performance ◽  
Strategic Plan ◽  
Sustainable Competitive Advantage ◽  
Customer Requirements ◽  
Global Tourism

This chapter describes the roles of information technology (IT) and knowledge management (KM) in global tourism, thus explaining the theoretical and practical overviews of IT, KM, and global tourism; the significance of IT in global tourism; and the significance of KM in global tourism. The fulfillment of IT and KM is vital for modern organizations that seek to serve suppliers and customers, increase business performance, sustain competitiveness, and accomplish continuous success in global tourism. Therefore, it is necessary for modern organizations to promote their IT and KM applications and establish a strategic plan to regularly examine their advancements toward satisfying customer requirements. The chapter argues that applying IT and KM has the potential to increase organizational performance and gain sustainable competitive advantage in global tourism.

Knowledge Management Systems

2011 ◽  
pp. 2521-2537 ◽  
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Information Systems ◽  
Control Level ◽  
Management Systems ◽  
Organizational Policies ◽  
Modern Information Technology ◽  
Management Area ◽  
Modern Information ◽  
Processing Organizations

As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of impact was at the point work got done and transactions (e.g., orders, deposits, reservations) took place. The inflexible, centralized mainframe allowed for little more than massive number crunching, commonly known as electronic data processing. Organizations became data heavy at the bottom and data management systems were used to keep the data in check. Later, the management information systems were used to aggregate data into useful information reports, often prescheduled, for the control level of the organization – people who were making sure that organizational resources like personnel, money, and physical goods were being deployed efficiently. As information technology (IT) and information systems (IS) started to facilitate data and information overflow, and corporate attention became a scarce resource, the concept of knowledge emerged as a particularly high-value form of information (Grover & Davenport, 2001). Information technology can play an important role in successful knowledge management initiatives. However, the concept of coding and transmitting knowledge in organizations is not new: training and employee development programs, organizational policies, routines, procedures, reports, and manuals have served this function for many years. What is new and exciting in the knowledge management area is the potential for using modern information technology (e.g., the Internet, intranets, extranets, browsers, data warehouses, data filters, software agents, expert systems) to support knowledge creation, sharing and exchange in an organization and between organizations. Modern information technology can collect, systematize, structure, store, combine, distribute and present information of value to knowledge workers (Nahapiet & Ghoshal, 1998).

Government Innovation Through Knowledge Management

2009 ◽  
pp. 291-305
Author(s):  
Luis Felipe Luna-Reyes
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Sustainable Competitive Advantage ◽  
Critical Factors ◽  
Private Organizations ◽  
New Business ◽  
New Business Models ◽  
Government Innovation

Contemporary organizations face the challenge of growing and advancing in a complex and changing environment (Johannessen, Olaisen, & Olsen, 2001; Malhotra, 2000). In order to accomplish this objective, private organizations continuously innovate to attract customers (Johannessen et al.). Competition has been accelerated by information technology, which allows the appearance of new business models, introducing new competitors in the business arena (Rayport, 2001). Under these circumstances, it appears that innovation is one of the most valuable activities for any organization (Nonaka, 1996). Furthermore, the management of intangible assets such as knowledge is one of the critical factors to promote innovation and sustainable competitive advantage (Davenport, 2001; De Long & Fahey, 2000; Malhotra; Nonaka).

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