scholarly journals An Examination and Critique of the Use of Knowledge Management in Achieving and Sustaining Competitive Advantage in Business

2017 ◽  
Vol 4 (1) ◽  
pp. 14
Author(s):  
Colin Ting Si Xue
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Airline Industry ◽  
Competitive Environment ◽  
Management Systems ◽  
Competitive Advantages ◽  
Know How ◽  
Sustainable Competitive Advantages ◽  
Applied Knowledge ◽  
Use Of Knowledge

Today Knowledge Management and innovation have become factors for success. Organizations must compete in such complex and competitive environment in order to stay competitive. The organizations must know how to implement and distribute knowledge in the organizational process in order to achieve a sustainable competitive advantages. The organizations have invested heavily in building Knowledge Management Systems. Knowledge Management is essentially important especially in airline industry. In order to prove the previous statement, an airline industry – British Airways has been chosen to show how the industry has applied and used Knowledge Management in managing their business. British Airways has applied Knowledge Management in strategic planning, communication and customer experience.

scholarly journals Sources, availability and uses of knowledge in enterprises in Bogotá, Colombia

2016 ◽  
Vol 12 (2) ◽  
pp. 733 ◽  
Author(s):  
Cesar Bernal-Torres ◽  
Ulf Thoene ◽  
José Giraldo
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Descriptive Study ◽  
Competitive Advantages ◽  
Economic Sectors ◽  
Effective Use ◽  
Sustainable Competitive Advantages ◽  
Use Of Knowledge

Purpose: The present article aims to analyse the main sources, availability, and uses of knowledge relating to enterprise performance in Bogotá, Colombia.Design/methodology/approach: This exploratory descriptive study used a survey of 919 executives and non-executives of 59 enterprises from different economic sectors in Bogotá. Information was gathered via a questionnaire elaborated by the researchers consisting of 11 closed multiple-choice questions.Findings: Results indicate that in the participant enterprises knowledge management activities do not have any emphasis either on the use of technologies or on activities relating to individuals’ behaviour as sources of competitive advantage, as occurs in North American enterprises (emphasising the intensive and effective use of technologies in their different activities), and in Japanese enterprises (emphasising the development of individuals’ potential as their competitive advantage).Research limitations/implications: It is an exploratory and descriptive study from which it is not pertinent to make generalisations of the previously described results about the whole group of enterprises in Bogotá motivating the development of new studies that allow the in-depth identification of the true role of knowledge management activities in enterprise performance.Practical implications: Contributes to the empirical knowledge of business reality and to the need for designing strategies allowing a better use of knowledge management to improve the competitive capacities of enterprises.Social implications: Contributes to the reflection on the importance of the essential differences providing sustainable competitive advantages to nations, organisations, and individuals over prolonged periods of time understanding knowledge as the strategic resource of contemporary society. Developing countries require best practices in the identification, transfer, spread, and use of knowledge management.Originality/value: Compares the theory on knowledge management with the empirical evidence of what really happens internally in enterprises in developing countries with respect to knowledge management activities as a competitive strategy.

Contribution of Knowledge Management Practices in Creating Sustainable Competitive Advantage for Business Schools in India

2010 ◽  
Vol 09 (04) ◽  
pp. 387-397 ◽  
Author(s):  
Pankaj Madan ◽  
Sheetal Khanka
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Management Practices ◽  
Business Schools ◽  
Business Environment ◽  
Service Industries ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Knowledge Management Practices ◽  
Sustainable Competitive Advantages

Land, labour, capital, raw materials, innovation, human resources, research and development have all been credited as sources of sustainable competitive advantage (SCA). Yet sources of sustainable competitive advantages continuously change, and transformations in the business environment cause shifts in the sources. A viable method to generate sustainable competitive advantages is knowledge management, and this study empirically links the concept of knowledge management to sustainable competitive advantage. The study investigates how knowledge management practices can be employed to improve strategic positioning and competitiveness in service industries, particularly business schools.

scholarly journals Leadership and Organizational Culture in the Sustainability of Subsistence Small Businesses: an Intellectual Capital Based View

2019 ◽  
Vol 11 (12) ◽  
pp. 3491 ◽  
Author(s):  
Jardon ◽  
Martínez-Cobas
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Small Businesses ◽  
Competitive Advantages ◽  
Entrepreneurial Leadership ◽  
Cultural Traditions ◽  
Know How ◽  
Forestry Industry ◽  
Sustainable Competitive Advantages

The concept of leadership is complex and has been studied from multiple approaches, especially from the psychological field and from the field of management. Small businesses created as way of subsistence for the entrepreneur and their family present a limited leadership. The cultural traditions of the forestry industry are based on the culture and indigenous know-how of the territory, especially affecting small timber businesses, the small businesses working in timber activities. This paper analyzed the interrelation between culture and leadership in the process of generating performance from sustainable competitive advantages using partial least squares (PLS) techniques. The results show that culture and leaderships are sources of competitive advantage in subsistence small businesses, but culture does not generate competitiveness directly; an organizational culture needs to act through entrepreneurial leadership.

scholarly journals A Literature Review on Knowledge Management in Organizations

2017 ◽  
Vol 4 (1) ◽  
pp. 30 ◽  
Author(s):  
Colin Ting Si Xue
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
21St Century ◽  
Competitive Advantages ◽  
Organizational Process ◽  
Know How ◽  
Sustainable Competitive Advantages

Knowledge management has become a factor that ensures the success of the organizations and the continuity of their businesses. Especially in today’s 21st century, organizations are competing to stay competitive. They must know how to implement and use knowledge management in effective ways. Knowledge has to be used in the organizational process in order to achieve sustainable competitive advantages. The aim of this paper is to give an overview of knowledge management and its importance in the organizations. The methods used to complete this paper are collecting data from published journals, conferences paper and books. The result shows that knowledge management is the main key for the organizations to stay competitive. Besides, knowledge management also creates innovation and ideas that are unique from others.

scholarly journals The Effect of Strategic Human Resource and Knowledge Management on Sustainable Competitive Advantages at Jordanian Universities: The Mediating Role of Organizational Innovation

2021 ◽  
Vol 13 (15) ◽  
pp. 8445
Author(s):  
Fieras Alfawaire ◽  
Tarik Atan
Keyword(s):  
Knowledge Management ◽  
Human Resource ◽  
Organizational Innovation ◽  
Strategic Human Resource Management ◽  
Education Sector ◽  
Competitive Advantages ◽  
Convenience Sample ◽  
Mediating Role ◽  
Private And Public ◽  
Sustainable Competitive Advantages

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.

Use of Knowledge Management Systems and the Impact on the Acquisition of Explicit Knowledge

2008 ◽  
Vol 22 (2) ◽  
pp. 77-101 ◽  
Author(s):  
Holli McCall ◽  
Vicky Arnold ◽  
Steve G. Sutton
Keyword(s):  
Knowledge Management ◽  
Problem Solving ◽  
Knowledge Acquisition ◽  
Reference Materials ◽  
Explicit Knowledge ◽  
Experimental Methodology ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Use Of Knowledge ◽  
The Impact

ABSTRACT: In an era where knowledge is increasingly seen as an organization's most valuable asset, many firms have implemented knowledge-management systems (KMS) in an effort to capture, store, and disseminate knowledge across the firm. Concerns have been raised, however, about the potential dependency of users on KMS and the related potential for decreases in knowledge acquisition and expertise development (Cole 1998; Alavi and Leidner 2001b; O'Leary 2002a). The purpose of this study, which is exploratory in nature, is to investigate whether using KMS embedded with explicit knowledge impacts novice decision makers' judgment performance and knowledge acquisition differently than using traditional reference materials (e.g., manuals, textbooks) to research and solve a problem. An experimental methodology is used to study the relative performance and explicit knowledge acquisition of 188 participants partitioned into two groups using either a KMS or traditional reference materials in problem solving. The study finds that KMS users outperform users of traditional reference materials when they have access to their respective systems/materials, but the users of traditional reference materials outperform KMS users when respective systems/materials are removed. While all users improve interpretive problem solving and encoding of definitions and rules, there are significant differences in knowledge acquisition between the two groups.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

scholarly journals Reviewing the Literature of The Associations among Knowledge Management, Knowledge Management Infrastructure, and Job Satisfaction

2019 ◽  
Vol 7 (1) ◽  
pp. 1-15
Author(s):  
Dmaithan Almajali ◽  
Musa AL-Lozi
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Competitive Environment ◽  
Management Knowledge ◽  
New Knowledge ◽  
Effective Use

Knowledge, its effective use, and the acquisition of new knowledge are considered the only way organizations can sustain a competitive advantage in today’s highly competitive environment. This paper reviews the associations among knowledge management, knowledge management infrastructure, and job satisfaction.

scholarly journals THE USE OF KNOWLEDGE MANAGEMENT SYSTEMS AND EVENT-B MODELLING IN A LEAN ENTERPRISE

2018 ◽  
Vol 10 (1) ◽  
pp. 40-53
Author(s):  
Ladislav Burita ◽  
◽  
Denisa Hrusecka ◽  
Michal Pivnicka ◽  
Pavel Rosman ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Lean Enterprise ◽  
Use Of Knowledge

External and Internal Knowledge in Organizations

2010 ◽  
pp. 298-307
Author(s):  
Rafael Andreu ◽  
Sandra Sieber
Keyword(s):  
Knowledge Management ◽  
Competitive Advantages ◽  
Learning Trajectories ◽  
Sustainable Competitive Advantages ◽  
Over Time ◽  
Internal Knowledge

In this article we discuss how knowledge and learning contribute to developing sustainable competitive advantages in firms. We argue that effective knowledge management (KM) initiatives for this purpose should support appropriate learning initiatives (which we define in terms of learning trajectories [LTs] of individuals and groups within the firm) in order to ensure that knowledge needs are adequately covered over time.

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