scholarly journals Knowledge management and key factors for organizational success in the perspective of the 21st Century

2021 ◽  
Vol 26 (6 Edición Especial) ◽  
pp. 65-81
Author(s):  
Judith J. Hernández García de Velazco ◽  
Ana Cecilia Chumaceiro Hernandez ◽  
Luis Bayardo Tobar Pesantez
Keyword(s):  
Knowledge Management ◽  
Social Welfare ◽  
21St Century ◽  
Comparative Advantage ◽  
Value Creation ◽  
Strategic Alliances ◽  
Dynamic Capabilities ◽  
Organizational Success ◽  
Key Factors ◽  
Knowledge Based

This paper will analyze knowledge management trends in organizations framed in the most up-to-date currents in administration in order to explain the knowledge-based vision, developed by multi-dimensional strategies in value creation. Furthermore, considering the various critical processes from the strategic alliances and the dynamic capabilities that determine it. In an analytical, bibliographic-documentary approach, study categories are defined to interpret and contrast how knowledge continues to be a comparative advantage, demonstrated in its conceptual deconstruction, where theoretical discussions are generated. The same advantage point to new conceptions extracted from its applicative composition in the 21st century organizations, which implies various human and process adaptations. It is concluded that knowledge management and dynamic capacities, and strategic alliances are essential for organizational success and social welfare.

Orientism Management (OM)

2016 ◽  
pp. 218-240 ◽  
Author(s):  
Luisa dall'Acqua
Keyword(s):  
Knowledge Management ◽  
Instructional Design ◽  
21St Century ◽  
Complex Environment ◽  
Key Factors ◽  
Multiple Stakeholders ◽  
Conceptual Base ◽  
Professional Career ◽  
Personal Leadership ◽  
Use Of Knowledge

The model of learning/training in the 21st century requires the evaluation of new and better ways to measure what matters, diagnosing strengths and weaknesses, to improve people performance, and to involve multiple stakeholders in the process of designing, conducting and use of knowledge. The thesis is that the orientation, today, is no longer limited only to outline the direction of a professional career, but it concerns “Life designing” over which “Work designing”. This chapter intends to describe a new interpretative paradigm, Orientism, to understand and manage fluid nature of knowledge, but at the same time to seize and manage the unpredictability and risks of the dynamics of knowledge management in relationships complex environment, in a society. Element of news are 5 key factors and criteria to direct and motivate people in choosing process, and following 10 different and key relationships between them. They define areas of management to improve own personal leadership and success. The concept becomes the conceptual base of an Instructional Design Model (PENTHA 2.0).

How to Start or Improve a KM System in a Hospital or Healthcare Organization

2005 ◽  
pp. 44-49 ◽  
Author(s):  
A. H. Rubenstein ◽  
E. Geisler
Keyword(s):  
Knowledge Management ◽  
21St Century ◽  
Health Sector ◽  
Healthcare Organization ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Key Factors ◽  
Important Means

One of the key factors that distinguishes enterprises of the 21st Century is the emphasis on knowledge and information. Knowledge management is an important means by which organizations can better manage information, and more importantly, knowledge. Unlike other techniques, knowledge management is not always easy to define, because it encompasses a range of concepts, management tasks, technologies, and practices, all of which come under the umbrella of the knowledge management. This chapter deals with two aspects of knowledge management systems: (a) why KM systems are needed, and (b) how to get started on designing and rolling out a new or improved KM system. The inferences are drawn from the direct experiences the authors have had during their academic and consulting activities in many health sector organizations.

scholarly journals Dynamic capabilities: A still unexplored issue with growing complexity

2012 ◽  
Vol 9 (4-3) ◽  
pp. 327-338 ◽  
Author(s):  
Valentina Della Corte ◽  
Giovanna Del Gaudio
Keyword(s):  
Literature Review ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Current Debate ◽  
Significant Implication ◽  
Creation Process ◽  
Knowledge Based ◽  
Research Questions ◽  
Research Stream ◽  
Value Creation Process

The aim of the paper is to carry out a literature review of studies on dynamic capabilities in order to find possible gaps that symbolize the current confusion around this research stream. The paper draws a systematic literature review methodology to answer the research questions through an overview of current debate on dynamic capabilities and knowledge-based dynamic capabilities. This methodology puts in evidence that there are still unresolved theoretical aspects due to the lack of empirical works. Indeed, this research aims to make a contribution to the current literature on dynamic capabilities, trying to cover the existing gaps and directing the further research efforts. This paper has a significant implication for the understanding of value creation process.

Building dynamic capabilities for international marketing knowledge management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Scuotto ◽  
Chiara Nespoli ◽  
Rosa Palladino ◽  
Imen Safraou
Keyword(s):  
Knowledge Management ◽  
Business Performance ◽  
Dynamic Capabilities ◽  
Empirical Test ◽  
International Marketing ◽  
Strong Relationship ◽  
Content Type ◽  
Knowledge Based ◽  
Close Relationship ◽  
Knowledge Intensive

PurposeBy using the lens of knowledge-based view (KBV) and focusing on individual loci of knowledge, the present study addresses whether marketing knowledge management (MKM) is rooted in individual dynamic capabilities (DCs) and consequently whether it has a close relationship with the three main DCs, namely, the ability to solve a problem (substantive capability); the adaptation to rapid changes (adaptative capability); and the ability to change the way individuals solve problems (change capability).Design/methodology/approachThe present study aimed to examine the effects of MKM (the quantitative variable) on DCs (the quantitative variables). Drawing on the relevant literatures, the researchers have developed a model that defines the subjects of the empirical test. To do this, the authors opted for a hypothetico-deductive approach, which is commonly used in quantitative studies. The empirical analysis involved a linear regression and a sample of 105 managers of Italian companies operating in the knowledge intensive sector.FindingsSubstantive, adaptive and change capabilities were all positively correlated with MKM. The results indicate the significant need for individual DCs to improve business performance in terms of creativity, innovation, and flexibility in response to market changes.Originality/valueThe authors show that individual MKM has a strong relationship with individual DCs when the employees have the capacity to solve problems, adapt, and change. In turn, managers are strategically creative and imagine future possibilities in the international marketing sphere. This includes procedures and routines to learn in local markets. The study also stresses the fact that individuals represent the primary loci of knowledge.

An Overview of Knowledge Management

2011 ◽  
pp. 1-28 ◽  
Author(s):  
Jatinder D. Gupta ◽  
Sushil K. Sharma ◽  
Jeffrey Hsu
Keyword(s):  
Knowledge Management ◽  
21St Century ◽  
High Tech ◽  
Business Enterprise ◽  
Key Factors ◽  
Comprehensive Overview ◽  
Improve Efficiency ◽  
The Past ◽  
Broad View ◽  
Important Means

One of the key factors that distinguishes the intelligent business enterprise of the 21st century is the emphasis on knowledge and information. Unlike businesses of the past, the fast, high-tech, and global emphasis of businesses today requires the ability to capture, manage, and utilize knowledge and information in order to improve efficiency, better serve customers, manage the competition, and keep pace with never-ending changes. Knowledge management is an important means by which organizations can better manage information and, more importantly, knowledge. Unlike other techniques, knowledge management is not always easy to define because it encompasses a range of concepts, management tasks, technologies, and practices, all of which come under the umbrella of the management of knowledge. This chapter takes a broad view of the topic of knowledge management and aims to provide a comprehensive overview of knowledge management — the technologies, processes, and concepts involved, and the challenges and future of this important area.

Beyond Customer Knowledge Management

2000 ◽  
pp. 258-281 ◽  
Author(s):  
Mohanbir Sawhney ◽  
Emanuela Prandelli
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Economy ◽  
Strategic Alliances ◽  
Competitive Advantages ◽  
Customer Knowledge ◽  
Knowledge Based ◽  
Customer Knowledge Management ◽  
Knowledge Based Economy ◽  
Innovation Processes

In the knowledge-based economy, the value of products and services largely depends on the knowledge intangibles they embed (Drucker, 1993). The success of firms is increasingly becoming linked to the intellectual capital they are able to accumulate and re-invest in their markets (Davenport & Prusak, 1998; Nahapiet & Ghoshal, 1998; Sullivan, 1998). In this age of knowledge-based business, it is incumbent upon firms to pay increasing attention to the development of customer knowledge (Balasubramanian et al., 1998; Sawhney & Kotler, 1999). However, researchers in marketing have generally assumed that knowledge creation happens only within the firm’s boundaries or, at the most, within the strategic alliances among firms. We argue that in the knowledge economy we need to move beyond this perspective of the firm as the knowledge creator that learns about customers and creates value for them, to a perspective of the firm as a co-creator of knowledge that learns and creates value with its customers. As already argued only in service marketing literature, customers are a vital source of knowledge and hence competitive advantage. The cooperation with them gives firms the opportunity to renew the source of their competitive advantage constantly. This is significant in a business landscape where unique and lasting competitive advantages are increasingly rare. Through co-operation with their customers, firms can better anticipate market changes (Anderson & Narus, 1991; Nonaka & Takeuchi, 1995), catalyze their innovation processes (von Hippel, 1982, 1986, 1994), and better respond to latent customer needs (Leonard & Rayport, 1997).

The Influence of Knowledge Management on Dynamic Capabilities

2021 ◽  
pp. 2150045
Author(s):  
Andrés A. Osorio-Londoño ◽  
Leonardo Bermón-Angarita ◽  
Luis Arturo Rosado-Salgado ◽  
Carlos A. Osorio-Toro
Keyword(s):  
Knowledge Management ◽  
Emerging Economies ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Strategic Renewal ◽  
Knowledge Based ◽  
Equation Modelling ◽  
Knowledge Intensive ◽  
The Impact ◽  
The Relationship

This study evaluates the relationship between knowledge management (KM) and dynamic capabilities. This goal stems from a lack of research regarding the impact of KM on strategic organisational aspects, particularly in firms from emerging economies. Theoretically, the link between KM and dynamic capabilities (DC) is based on the knowledge-based view of the firm (KBV). This posits that knowledge, when appropriately managed, is the main source of strategic renewal for organisations. As such, hypotheses about the relationship between KM and the dimensions of DC were both formulated and tested, in 93 knowledge-intensive organisations in Colombia, using structural equation modelling. The results indicate that KM has a significant impact on dynamic capability dimensions. For practitioners, this study sheds light on the relevance of the implementation of KM initiatives, in order to activate DC in organisations.

The impact of knowledge management capabilities on innovation in entrepreneurial companies in Jordan

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ramiz Qandah ◽  
Taghrid Saleh Suifan ◽  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Service Innovation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Based ◽  
Product Service ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Purpose The purpose of this research is to identify and clarify the important variables in knowledge management capabilities that affect product/service innovation in entrepreneurial companies in Jordan. Design/methodology/approach A five-point Likert scale questionnaire was designed for measuring knowledge-based (infrastructural and dynamic) capabilities and product/service innovation in entrepreneurial companies in Jordan that specialized in information and communication technology. A questionnaire was distributed to 297 individuals in 40 companies, and only 202 questionnaires were completely filled and returned by the entrepreneurs at King Hussein Business Park and Al Hassan Business Park. Structural equation modeling was applied to statistically test the research hypotheses. Findings The research findings showed that knowledge-based infrastructural capabilities are a prerequisite for knowledge-based dynamic capabilities. On the other hand, knowledge combination capabilities have a statistically significant mediating effect between knowledge based infrastructural capabilities and product/service innovation. Originality/value This research contributes to the literature by studying and investigating the key variables in knowledge management that affect product/service innovation and by providing a comprehensive understanding of the knowledge management capabilities and innovation in entrepreneurial companies. This research provides academicians with a framework for better understanding of the different factors of knowledge management capabilities and how they affect product/service innovation.

scholarly journals Dynamic capabilities and knowledge management

Management ◽  
2013 ◽  
Vol 17 (2) ◽  
pp. 1-15 ◽  
Author(s):  
Kazimierz Krzakiewicz
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Tacit Knowledge ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Management Theory ◽  
Economic Returns ◽  
Knowledge Based ◽  
New Strategy ◽  
Internal And External Factors

Summary Dynamic capabilities and knowledge management The dynamic capabilities concept was formed and has been developed by integration of evolutionary theory, transaction cost theory, and the organisational learning and tacit knowledge concepts. As a result, it helps to weaken essential dichotomies of the strategic management theory, especially those relating to „internal and external” factors, a task that is of particular topical interest in today’s environment. The concept has at the centre of its attention the knowledge of the firm on how to manage its resources proactively in order to form new asset combinations and thereby capture economic rent. This knowledge is of particular importance if firms are to compete in the knowledge economy. The dynamic capabilities paradigm opens up perspectives for the all-encompassing analysis of various business strategy aspects, especially those that are crucial in ensuring a firm’s longterm success, such as entrepreneurship, change management or knowledge-based competitiveness. The concept of dynamic capabilities reveals what in fact amounts to a new mechanism of developing competitive advantages, one that is characteristic of innovative, informationdriven economy. This mechanism is founded not just on the firm’s pool of tacit knowledge (its key strategic asset), but primarily on the firm’s ability to capture economic returns from its knowledge assets. An argument may be put forward that the dynamic capabilities concept is at the core of a new strategy paradigm being formulated, and forms part of a new stage in strategic management theory

Sign in / Sign up

Export Citation Format

Share Document