Knowledge Management - An Enabler for SNAME & Naval Architects

2014 ◽  
Author(s):  
Nicholas Parkyn
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Competitive Advantage ◽  
Value Creation ◽  
Value Proposition ◽  
Engineering Process ◽  
The Core ◽  
Key Factor ◽  
Knowledge Structuring ◽  
Naval Architect

Introduction A Knowledge Management System is a valuable tool for the Naval Architect or Marine Professional. It plays an important role in transforming the data to information and information to knowledge which is known as the transformation lifecycle. Knowledge Management is a key factor for creating value and competitive advantage. A common approach to knowledge structuring facilitates the sharing of knowledge and collaboration with others, based on knowledge sharing, which increases the value proposition of organizations like the SNAME. “The transformation of information into knowledge is a critical one, lying at the core of value creation and competitive advantage” – Stewart 2001 Positioning Knowledge Management can be applied in many different ways related to the specific requirements of organizations, societies, companies and individuals. National Shipbuilding Research Program (NSRP) has done extensive work in the area of Knowledge Aware Engineering to enable: - Active Delivery Relevant Knowledge - Cultivation of Technical Memory - Enablement of Engineering Decision Support - Integration into the Engineering Process - Supports for standards, heuristics and best practices.

scholarly journals Management Methods and Concepts for Building Competitive Advantage in Hospitality Companies

2014 ◽  
Vol 21 (3) ◽  
pp. 178-183
Author(s):  
Beata Gierczak
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Emerging Market ◽  
Final Part ◽  
Management Process ◽  
Practical Application ◽  
The Core ◽  
Knowledge Based ◽  
Management Concepts ◽  
Market Management

Abstract Introduction. Competitive advantage determines the success of modern enterprises, such as hospitality companies, on the market. In turn, competitive advantage is gained as the result of skillful management, taking into account the factors that characterize the company environment. In the management process, methods and concepts that, when properly applied, facilitate the company's innovative activities play the key role, thus contributing to building competitive advantage. The purpose of this paper is to specify and characterize the methods and management concepts most commonly used by hospitality companies in the process of building competitive advantage. The core benefit of these considerations is that they serve to identify those activities of hospitality companies in which the analyzed methods and concepts found practical application. The final part of the article is devoted to an attempt to identify barriers and problems that significantly limit the use of these methods and concepts. Material and methods. In order to achieve this objective, a survey and interviews were carried out in all three- and four-star hotels in the Rzeszów area in the first quarter of 2012. Results. The results revealed that the concept most commonly used by hoteliers was knowledge-based organization (knowledge management), followed by outsourcing, benchmarking and internal competition, respectively. Conclusions. The study also demonstrated that the managers of these hospitality companies significantly lacked substantive knowledge of emerging “market” management methods and concepts.

Evidence-Based Best Practices Collections

2011 ◽  
pp. 280-287 ◽  
Author(s):  
Forrest Shull ◽  
Raimund Feldmann ◽  
Michelle Shaw ◽  
Michelle Lambert
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Competitive Advantage ◽  
Driving Force ◽  
Best Practice ◽  
General Concept ◽  
Lessons Learned ◽  
Evidence Based ◽  
Specific Knowledge ◽  
White Board

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.

A Dynamic Ability-Based View of the Organization

2011 ◽  
Vol 7 (2) ◽  
pp. 86-101 ◽  
Author(s):  
Farley Simon Nobre ◽  
David S. Walker
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Dynamic Behavior ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Collective Knowledge ◽  
The Core ◽  
Core Ability ◽  
Micro Foundations

This paper investigates theoretical micro-foundations of core competencies in the organization that pursues sustainable competitive advantage. It advocates that there is a lack of literature perspectives which can explain the sources of core competencies of the firm. This research raises questions on: What are the main sources of creation and sustenance of core competencies? What are the abilities which nourish the development of operational and dynamic capabilities? What is the main source of collective knowledge in the organization? This work answers these questions by proposing a dynamic ability-based view of the organization which contributes to explaining the dynamic behavior of the firm in the pursuit of sustainable competitive advantage. Cognition is the core ability which supports individuals, groups, and organizations with intelligence, autonomy, learning, and knowledge management. These concepts form the set of organizational abilities in this research.

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Tehreem Fatima ◽  
Ambreen Sarwar ◽  
Shahid Amin
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Organizational Effectiveness ◽  
Value Creation ◽  
Organizational Outcomes ◽  
Content Type ◽  
And Performance ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

PurposeThe purpose of this systematic review is to summarize the possible organizational outcomes related to knowledge management capabilities (KMCs). It aims at offering the modern-day dynamic organizations a path, through which they can utilize KMC at hand for gaining competitive advantage and positive organizational outcomes. The review is based on previous studies in the field of knowledge management and explains how KMCs are associated with various organizational outcomes.Design/methodology/approachA systematic approach was utilized to collect, examine, interpret and synthesize researches regarding KMCs and their usefulness for various organizational outcomes. The meta-synthesis method was adopted to review 106 research papers after careful selection.FindingsIt was evident from this integrated review that KMCs help in promoting organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. Furthermore, the current review suggests research avenues and knowledge gaps in current literature to provide future researchers unique research opportunities.Originality/valueThe review revealed a profound opinion that organizations have to develop an optimal mix of KMCs to achieve better organizational outcomes. The study identified how KMCs set a basis and build positive support to enhance the key organizational outcomes such as organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. However, cooperation bias is one of the most considerable limitations in research studies included in this systematic literature review.

Developing a conceptual framework of knowledge management

2019 ◽  
Vol 11 (1) ◽  
pp. 139-160 ◽  
Author(s):  
Rayees Farooq
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Theoretical Model ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Value Creation ◽  
Organizational Memory ◽  
Learning Orientation ◽  
Knowledge Reuse ◽  
Content Type

Purpose Knowledge management is a function of learning orientation, knowledge sharing, organizational memory and knowledge reuse. This paper aims to endeavor to explore a link between knowledge management and value creation which seem to be fragmented in the literature due to various conceptualizations and meanings. The study hypothesized a moderating role of social capital on the relationship between knowledge management and value creation. Design/methodology/approach The study was approached from the theoretical perspective. Study thoroughly reviews and analyzes the literature by developing a link between knowledge management and value creation. The studies were explored from selected databases including “Google scholar”, “Emerald” and “ProQuest” using the keyword search, namely, “Knowledge Sharing”, “Learning Orientation”, “Organizational Memory”, “Knowledge Re-use”, “Knowledge Management”, “Knowledge-based View”, “Competitive Advantage”, “Value Creation” and “Social Capital” to reduce the interpretation bias. Findings Knowledge management is an important predictor of value creation which can be strengthened by developing strong interpersonal relationships with all stakeholders. Organizations can create competitive advantage by managing social capital through knowledge management processes including learning orientation, knowledge sharing, organizational memory and knowledge reuse. Research limitations/implications The study is based on a theoretical model and an apparent limitation is the non-existence here of contributions and discussions that have been based on empirical data. Future study may use other moderating and mediating variables such as industry type, market orientation, human capital and organizational climate to know whether knowledge management directly affects the value creation or indirectly through these variables. The hypotheses emerged from the model can be operationalized by generating the items from the review of the literature. Originality/value The study contributes to the knowledge management literature by developing a theoretical model of knowledge management based on underlying dimensions of learning orientation, knowledge sharing, organizational memory and knowledge re-use.

Knowledge Management, Competitive Advantage, and Value Creation

2013 ◽  
Vol 4 (2) ◽  
pp. 59-71 ◽  
Author(s):  
Ingi Runar Edvardsson ◽  
Gudmundur Kristjan Oskarsson
Keyword(s):  
Decision Making ◽  
Human Capital ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Value Creation ◽  
Model Based ◽  
Customer Capital ◽  
Number Of Firms

The purpose of this paper is to analyse the effect of knowledge management on value creation in Icelandic firms. The aim is to examine the ways KM contributes to value creation, and measure the ways in which KM affects customer capital, innovation, and human capital. Given the limited number of firms in the survey with KM programmes, the findings should be seen more as a case study of Icelandic SMEs. The main conclusions are that firms which have adopted KM programmes and strategies have increased employee skills more than other firms; are better at attracting staff; and manifest improved decision making. The same goes for customer handling, innovation, and competitive standing. In general, this means that KM contributes to value creation by enhancing employee skills and innovation which, in turn, strengthen customer handling skills and the firm’s competitive advantage. A conception model based on these findings is also presented in the paper.

scholarly journals Manajemen Pengetahuan Salah Sebagai Satu Jalan Dalam Pengembangan Lembaga Pendidikan Unggul Pada Tk Bina Mulia Cibitung

2020 ◽  
Vol 1 (2) ◽  
pp. 85-98
Author(s):  
Muhamad Khaerudin, Joni Warta, Dwi Budi Srisulistiowati
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Educational Institution ◽  
Educational Institutions ◽  
Improve Performance ◽  
Significant Development ◽  
Organizational Goals ◽  
The Core ◽  
Intangible Resources ◽  
The World

Along with the significant development of life progress, the competition that occurs requires people to follow the flow of adjustments as well as the world of education which now provides many alternative choices and levels of quality. Educational institutions need to develop their competitive advantage in order to survive, compete and sustain their survival properly. The resources needed to maintain its survival are not solely from traditional resources but must also come from intangible resources, namely knowledge. To benefit from the knowledge they have and what knowledge they must have, educational institutions / organizations must manage their knowledge through knowledge management. Consciously, educational institutions must know the knowledge they have and their benefits to improve performance and increase innovation and creativity. To achieve superior educational institutions, knowledge management is needed, namely the ability to create and maintain value that is greater than the competitiveness of the core institution. Knowledge and experience are able to create, communicate and apply knowledge about various things to achieve organizational goals, namely to become a superior educational institution.

scholarly journals What Customer Wants to Read in Your Proposal

2021 ◽  
Vol 4 (2) ◽  
pp. 26
Author(s):  
Vijay Kumar
Keyword(s):  
Value Creation ◽  
Constant Pressure ◽  
Value Proposition ◽  
Strategic Partner ◽  
Creation Process ◽  
The Core ◽  
Multiple Dimensions ◽  
Value Propositions ◽  
Selling Process ◽  
Value Creation Process

Earlier sales executives using their interpersonal - social skills built and cemented relationships with procurement officials over golf games, theatre outings and major events. That era is slowly but surely coming to an end. Today in the digital age, the context is completely different. Every organisation has access to vendors across the globe. Thanks to Artificial Intelligence (AI), organisations can compare their procurement performance in unprecedented detail. Procurement teams have relevant tools and technology to gather insights about seller’s product or service offerings to the minutest detail. However, organisations are also under constant pressure to generate value to their stakeholders on quarter-on-quarter basis. Organisations are looking towards sellers to create value to their stakeholders. Sellers should innovate and help organisations grow in multiple dimensions. Empower organisations generate value to their stakeholders. In short become their strategic partner. In this new arrangement, seller-buyer relationship is no more a transactional, order- taking and resource supplying activity. Selling process is transformed with focus on value creation. Value proposition is the core of value creation. Infact it is a disciplined concept. Sellers who use it as strategic asset create win - win situation. This research paper walks through value creation process and details how value propositions are developed.

Knowledge management and intellectual capital as a paradigm of value creation

2002 ◽  
Vol 21 (4) ◽  
pp. 229-240
Author(s):  
P.N. Rastogi
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Value Creation ◽  
Dynamic Configuration ◽  
Dynamic Architecture ◽  
The Core ◽  
System A ◽  
Business System ◽  
Inclusive Concept

Any enterprise can potentially grow profitably through its management of knowledge for intellectual capital. For this purpose, it however, needs to craft an innovative and viable design of its business system. A business system design (BSD) comprises a dynamic architecture which is isomorphic across firms in space and time. A dense dynamic nexus of social capital, human capital and knowledge management – the knowledge management nexus (KMN) – forms the core of BSD. KMN continually rationalises and revitalises the BSD. An inclusive concept of knowledge spectrum as the quintessential resource for value creation is elaborated briefly in terms of its dynamic configuration. A firm's intellectual capital (IC) is seen as the resultant of its KMN. IC represents a firm's meta-capability toward overcoming challenges and exploiting opportunities in its continual pursuit of value creation. A synoptic overview of the KM-IC paradigm is outlined. It provides mental firepower to radically rethink businesses as experiments and exercises in value creation.

A Dynamic Ability-Based View of the Organization

2013 ◽  
pp. 163-179
Author(s):  
Farley Simon Nobre ◽  
David S. Walker
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Dynamic Behavior ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Collective Knowledge ◽  
The Core ◽  
Core Ability ◽  
Micro Foundations

This paper investigates theoretical micro-foundations of core competencies in the organization that pursues sustainable competitive advantage. It advocates that there is a lack of literature perspectives which can explain the sources of core competencies of the firm. This research raises questions on: What are the main sources of creation and sustenance of core competencies? What are the abilities which nourish the development of operational and dynamic capabilities? What is the main source of collective knowledge in the organization? This work answers these questions by proposing a dynamic ability-based view of the organization which contributes to explaining the dynamic behavior of the firm in the pursuit of sustainable competitive advantage. Cognition is the core ability which supports individuals, groups, and organizations with intelligence, autonomy, learning, and knowledge management. These concepts form the set of organizational abilities in this research.

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