scholarly journals A review of knowledge management and its application in the contemporary business environment

2021 ◽  
Vol 15 (10) ◽  
pp. 274-282
Author(s):  
Imhanzenobe Japhet ◽  
Adejumo Olaoluwa ◽  
Ikpesu Olapeju
Keyword(s):  
Knowledge Management ◽  
Business Environment

scholarly journals Small and Medium Enterprises in Mexico and the Craft Beer Sector in Baja California: Dynamic Capabilities, Culture, and Innovation

2022 ◽  
Vol 7 (1) ◽  
pp. 166-203
Author(s):  
Araceli Almaraz
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Baja California ◽  
Small And Medium Enterprises ◽  
Symbolic Capital ◽  
Business Environment ◽  
Capabilities Approach ◽  
Theoretical Frameworks ◽  
Craft Beer ◽  
Medium Enterprises

This article studies how Small and Medium Enterprises (SMEs) operating in emerging economies implement adaptative strategies to respond to constant changes in demand and global uncertainties, such as those stemming from the current SARS-COV2 pandemic. In this study the knowledge management capabilities used by SMEs in the craft beer sector in a region of northern Mexico are the focus of analysis. The objective is to present the competitive capabilities that craft beer sector has demonstrated in Baja California region and how small companies compete with the national industrial brewery and survive. Sources are data from a sample of companies and interviews with brewery owners, with which the analysis approaches, also, the Baja California business environment. The article highlights the routes of creativity, innovation, and symbolic capital of the companies in the region, and uses ideas from dynamic capabilities and knowledge management theoretical frameworks, to understand the craft brewery milieu. The conclusions in this article include the confirmation about the usefulness of these analytical frameworks based in the capabilities approach and the territorial knowledge. Also, the description of the existence of a complex Baja Californian milieu, where a multimodal scheme of craft beer characterized by different places of distribution and types of beer container, food-districts, at Mexicali, Tijuana, and Ensenada and a second generation of entrepreneur groups leading local business, is identified.

Can return on investment in knowledge management initiatives in organizations be measured?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maayan Nakash ◽  
Dan Bouhnik
Keyword(s):  
Knowledge Management ◽  
Return On Investment ◽  
Objective Assessment ◽  
Business Environment ◽  
Performance Measure ◽  
Research Approach ◽  
High Status ◽  
Theory Approach ◽  
Exploratory Research ◽  
Content Type

PurposeThis paper focuses on the meanings attributed to the measurement of return on investment (ROI) in knowledge management (KM) initiatives in knowledge-intensive organizations. At the heart of this exploratory research is the introduction of a unique coherent perspective of discipline experts regarding the ROI metric, as part of their perception of assessing effectiveness in this field.Design/methodology/approachThe research begins with in-depth semi-structured personal interviews and continues with focus groups, as part of a qualitative research paradigm. The data were analyzed using a thematic analysis method, based on the grounded theory approach.FindingsThe findings provide empirical evidence regarding the significant challenges associated with the objective assessment of KM performance, which is deeply rooted in numerical-financial values. Despite the high status of ROI in the business environment, the authors find that decision-makers surprisingly avoid evaluating ROI for the most important resource of the organization, notwithstanding the immeasurable hopes that depend on this performance measure and the expectation of establishing the profitability of investment in organizational KM.Originality/valueThe uniqueness of this research is the adoption of the skeptical-critical research approach. For the first time, the authors interrogate the suitability and relevance of the general model of the ROI metric as a means of proving the value and contribution of well-managed knowledge to organizations. The authors call for adoption of a new integrative perspective for evaluating effectiveness, which will reflect the holistic set of KM in organizations.

Knowledge Management and Reverse Mentoring in the Nigerian Tertiary Institutions

2014 ◽  
pp. 200-215
Author(s):  
Ayotunde Adebayo
Keyword(s):  
Knowledge Management ◽  
Core Competence ◽  
Business Environment ◽  
Developmental Phase ◽  
Tertiary Sector ◽  
Tertiary Institution ◽  
Tertiary Institutions ◽  
Mentoring Relationship ◽  
Current Implementation ◽  
The Relationship

The effective management of knowledge is now believed to be the main core competence in order for an organization to survive within the competitive business environment in Nigeria. However, the current implementation of KM within the Nigerian tertiary institution is still in its developmental phase. The Nigerian tertiary institution is resource-oriented, and as such, the most important assets to the universities within the educational sector are their knowledge assets. Therefore, Nigerian tertiary institutions need to understand and appreciate that knowledge is a valuable asset that can help sustain their competitive advantage within this sector. This chapter, therefore, focuses on the relationship between knowledge management and reverse mentoring within the Nigerian tertiary sector. It also focuses on the challenges of reverse mentoring and how value can be derived when knowledge is shared as a result of the mentoring relationship being established between the participants involved (mentor and the mentee).

The Role of Creativity, Innovation, and Invention in Knowledge Management

2013 ◽  
pp. 207-232 ◽  
Author(s):  
Sladjana Cabrilo ◽  
Leposava Grubic-Nesic
Keyword(s):  
Knowledge Management ◽  
Everyday Life ◽  
Business Environment ◽  
Innovation Performance ◽  
Social Changes ◽  
Personal Factors ◽  
Knowledge Innovation ◽  
Innovation And Invention ◽  
Creativity And Innovation

Globalization, fast-paced technological, economic, and social changes, and increased competition have affected the current business environment by changing the role of knowledge, innovation, and creativity in work, learning, and everyday life. Although Knowledge Management (KM) is usually explored separately from creativity and innovation, these concepts are closely related and in practice reinforce each other. Linking KM to innovation and creativity management in a holistic fashion has facilitated the examination of the knowledge management impact on innovation performance of organizations. In addition, this practice makes it possible to examine how creativity and invention can be used to increase the efficiency of knowledge management. This chapter focuses on the analysis of the role and importance of creativity, innovation, and invention in knowledge management. In addition, the chapter investigates the role of KM in innovation, and environmental and personal factors, which contribute to creativity, innovation, and invention in KM.

An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

2011 ◽  
pp. 1579-1594
Author(s):  
Juin-Cherng Lu ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Current Knowledge ◽  
Business Environment ◽  
High Tech ◽  
Management Processes ◽  
Exploratory Investigation ◽  
The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

Intelligent Agents for Knowledge Management in E-Commerce

2011 ◽  
pp. 989-1001
Author(s):  
Athanasia Pouloudi ◽  
Vlatka Hlupic ◽  
George Rzevski
Keyword(s):  
Knowledge Management ◽  
Intelligent Agents ◽  
Intelligent Systems ◽  
Business Performance ◽  
Information Technologies ◽  
Business Environment ◽  
Management Approach ◽  
Transfer Of Knowledge ◽  
Management Tools ◽  
New Business

E-commerce has become a key aspect of the global business environment, causing fundamental changes in markets and organisational structures. This chapter considers how knowledge management, the latest management approach aimed at improving business performance, can create new business opportunities in the new business environment that is defined by electronic commerce. Knowledge management deals with the systematic generation, codification and transfer of knowledge and can be supported by a number of technologies, known as knowledge management tools. It has been argued that intelligent systems can offer additional capabilities and advantages in comparison with more traditional information technologies. This chapter investigates the potential of intelligent agent-based software for more effective knowledge management in the context of e-commerce, adopting the perspective of an SME involved in development of intelligent agents-based knowledge management software. The chapter concludes with a research agenda for knowledge management research in e-commerce.

Barriers, practices, methods and knowledge management tools in startups

2019 ◽  
Vol 23 (9) ◽  
pp. 1838-1856 ◽  
Author(s):  
Fábio Lotti Oliva ◽  
Masaaki Kotabe
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Field Research ◽  
Business Environment ◽  
Exploratory Research ◽  
Management Tools ◽  
Content Type ◽  
Development Level ◽  
Agile Organization ◽  
Knowledge Management Tools

Purpose The purpose of this paper is to present the main barriers, practices, methods and knowledge management tools in startups that are characterized as agile organizations with dynamic capabilities to meet the demands of a business environment of high volatility, uncertainties, complexity and ambiguity. Design/methodology/approach The conceptual basis of the research focused on the triad: agile organization, dynamic capabilities and knowledge management. Field research began by interviewing experts to identify the barriers, practices, methods and knowledge management tools in startups. Based on the theoretical review, on the desk research and on the result of interviews with experts, a quantitative research was carried out with the leading startups coworking of São Paulo city. The obtained data made it possible to develop descriptive analyses and run linear regressions and cluster analysis for exploratory research. Findings Startups with higher maturity in innovation level, solution development level, and scalability development level, present a higher degree of utilization of the practices, methods and tools dedicated to knowledge management. Practical implications It is expected that results of the research presented in detail will be able to illustrate concrete examples of practices, methods, and knowledge management tools for large established companies seeking the organizational agility of startups. Originality/value This study contributes to the identification of barriers, practices, methods and tools of management of knowledge in startups, through the conceptual triad: agile organization, dynamic capabilities and knowledge management.

scholarly journals Knowledge management a competitive edge for law firms in Botswana in the changing business environment

2015 ◽  
Vol 17 (1) ◽  
Author(s):  
Madeleine Fombad
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Business Environment ◽  
Law Firms ◽  
Private Sector Development ◽  
Knowledge Based ◽  
Quantitative And Qualitative Research ◽  
Knowledge Based Economy ◽  
Potential Benefits ◽  
The Cost

Background: Law firms in Botswana offer a particularly interesting context to explore the effects of transition in the knowledge economy. Acquiring and leveraging knowledge effectively in law firms through knowledge management can result in competitive advantage; yet the adoption of this approach remains in its infancy. Objectives: This article investigates the factors that will motivate the adoption of knowledge management in law firms in Botswana, and creates an awareness of the potential benefits of knowledge management in these firms.Method: The article uses both quantitative and qualitative research methods and the survey research design. A survey was performed on all 115 registered law firms and 217 lawyers in Botswana. Interviews were conducted with selected lawyers for more insight. Results: Several changes in the legal environment have motivated law firms to adopt knowledge management. Furthermore, lawyers appreciate the potential benefits of knowledge management. Conclusion: With the rise of the knowledge-based economy, coupled with the pressures faced by the legal industry in recent years, law firms in Botswana can no longer afford to rely on the traditional methods of managing knowledge. Knowledge management will, therefore, enhance the cost effectiveness of these firms. Strategic knowledge management certainly helps to prepare law firms in Botswana to be alive to the fact that the systematic harnessing of legal knowledge is no longer a luxury, but an absolute necessity in the knowledge economy. It will also provide an enabling business environment for private sector development and growth and, therefore, facilitate Botswana’s drive towards the knowledge-based economy.

Knowledge Management for E-Business Performance

2001 ◽  
pp. 2-15 ◽  
Author(s):  
Yogesh Malhotra
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Business Performance ◽  
Business Environment ◽  
First Century ◽  
Information Strategy ◽  
Industrial Organizations ◽  
New Perspective ◽  
Definition Of ◽  
Post Industrial

<div>Within the last few years, the topic of knowledge management has gathered a</div><div>lot of interest in the corporate sectors. Although there is no commonly agreed upon</div><div>definition of knowledge management, companies, governments, institutions and</div><div>organizations are demonstrating an increasing interest in the topic. The key argument</div><div>of this chapter is that most current interpretations of knowledge management</div><div>are relevant to the industrial world of business of the past era. Given their origin in</div><div>the ‘old world’ of business, many such interpretations of knowledge management</div><div>may have serious and adverse implications for information strategy of enterprises,</div><div>governments and institutions.</div><div>The discussion surfaces the key assumptions about information strategy and</div><div>how they need to be considered afresh given the changing assumptions about</div><div>business strategy and competitive business environment. Based on this discussion,</div><div>a new perspective of knowledge management is proposed followed by suggestions</div><div>for the managers to effectively deploy it in the ‘new world’ of e-business. For the</div><div>purpose of this article, the focus of discussion is on e-business enterprises as most</div><div>observations are already evident in such organizations. However, most of the</div><div>arguments, observations and conclusions are also relevant to executives interested</div><div>in information strategy and business transformation for other post-industrial organizations</div><div>in the twenty-first century.</div>

Management Control Instruments

2020 ◽  
pp. 111-142
Keyword(s):  
Decision Making ◽  
Information System ◽  
Knowledge Management ◽  
Business Environment ◽  
Management Control ◽  
Activity Based Costing ◽  
Work Processes ◽  
Internal Work ◽  
Management Techniques ◽  
Definition Of

The definition of the dialogue instruments is closely linked to the management of the knowledge that companies want to implement and should contribute to the proper functioning of the management control tools and to the sharing, application, and knowledge creation within the organization. In this chapter, some knowledge management techniques will be presented, which should be defined, taking also into consideration the management control systems to be implemented. In view of the constant changes in the business environment, the company must be market-oriented, and adequate information by segments will be highlighted for decision making. Being important to obtain efficiencies in the realization of internal work processes, the authors also describe some topics of the activity-based costing and activity-based management. As organizations are becoming more complex and decentralized, the information system should also adapt. In this sense, the authors describe organizational types and the adaptation of the management control instruments.

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