Measuring knowledge management in supplier development: A knowledge chain perspective

2021 ◽  
Author(s):  
Liang Chen
Keyword(s):  
Knowledge Management ◽  
Supplier Development ◽  
Knowledge Chain

Linking Knowledge to Competitiveness

2011 ◽  
pp. 51-76 ◽  
Author(s):  
Clyde Holsapple ◽  
Kiku Jones ◽  
Meenu Singh
Keyword(s):  
Knowledge Management ◽  
Empirical Study ◽  
Organizational Performance ◽  
Empirical Support ◽  
Chain Model ◽  
Organization Performance ◽  
Theoretical Base ◽  
Knowledge Based ◽  
Knowledge Chain ◽  
Primary Finding

Knowledge management (KM) initiatives are undertaken in order to improve organizational performance. The goal of such improvement is to make an organization more competitive in delivering value to its customers, employers, and stakeholders. However, without a plan that links KM activities to organizational performance, the time, effort, and money devoted to a KM initiative may yield little benefit. Thus, understanding this linkage is crucial to competitiveness of knowledge-based organizations. This chapter uses the knowledge chain model as the theoretical base for an empirical study of the linkage between KM activities and approaches to competitiveness. It finds that every one of the nine knowledge chain activities can be performed in ways that improve organizational competitiveness in any of four ways: enhanced productivity, agility, innovation, and reputation. Aside from offering empirical support for the knowledge chain model, the primary finding of this research is that each knowledge chain activity deserves to be considered as a possible means for implementing each of these four approaches to improving organization performance.

scholarly journals Supplier Knowledge Management For Supplier Development

2010 ◽  
Vol 14 (4) ◽  
Author(s):  
Ali Mollahosseini ◽  
Mehdi Barkhordar
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
New Products ◽  
Business Environment ◽  
Production Costs ◽  
Supplier Development ◽  
Development Programs ◽  
Barriers To Entry ◽  
Supplier Performance ◽  
Applied Knowledge

Due to rapid and unpredictable changes in the business environment, nowadays organizations have to be innovative to survive in the marketplace.  Many firms have applied knowledge management to reduce production costs, innovate new products, and attract customers and suppliers.  Hence, firm's management has to maintain competitive advantage by providing inputs through a dynamic supplier network. Supplier development programs help businesses to identify collaborative suppliers.  Therefore, Supplier Knowledge Management plays an important role for the firms to create switching costs and raise barriers to entry. In this paper, initially we define knowledge management, and supplier knowledge management, and then a conceptual framework is presented to enhance supplier performance.  We will demonstrate how companies can benefit by adopting supplier knowledge management.

Supplier Development: A Knowledge Management Perspective

2015 ◽  
Vol 22 (4) ◽  
pp. 250-269 ◽  
Author(s):  
Liang Chen ◽  
Scott Ellis ◽  
Clyde Holsapple
Keyword(s):  
Knowledge Management ◽  
Supplier Development ◽  
Management Perspective

Knowledge Chain Activity Classes

2011 ◽  
pp. 68-88
Author(s):  
Clyde W. Holsapple ◽  
Kiku G. Jones
Keyword(s):  
Knowledge Management ◽  
Value Chain ◽  
Significant Positive Correlation ◽  
Positive Impact ◽  
Chain Model ◽  
Business Activity ◽  
Anecdotal Evidence ◽  
Positive Correlation ◽  
Knowledge Chain ◽  
Computer Based

Just as Porter’s value chain model identifies classes of business activity that can be performed in ways that contribute to a firm’s competitiveness, the knowledge chain model contends there are classes of knowledge management (KM) activity that can be performed in ways that enhance firm competitiveness. These KM activities pervade the value chain, being inherent in the implementation of each value chain activity. Derived from a collaboratively engineered ontology of knowledge management, the knowledge chain model is supported by anecdotal evidence and a survey has found support for the propositions that its activity classes are linked to enhanced productivity, agility, innovation, and reputation. Here, we present a study of leaders of KM initiatives that examines each of the nine knowledge chain classes in terms of its competitive impact and the extent to which its positive impact on competitiveness is associated with the importance of technology in performing activities within that class. The study provides confirming evidence that each of the knowledge chain activity classes can be performed in ways that contribute to competitiveness. Moreover, we find that for five of the activity classes there is a significant positive correlation between impact on competitiveness and the importance of computer-based technology in implementing the class’s activities.

Integration of Competing Values and Knowledge Organisational Activities in a New Model

2017 ◽  
pp. 367-380
Author(s):  
Amir Hossein Dastaviz
Keyword(s):  
Knowledge Management ◽  
Conceptual Model ◽  
Organisational Structure ◽  
Competing Values ◽  
Environmental Interaction ◽  
New Model ◽  
Knowledge Based ◽  
Knowledge Chain ◽  
Management Literature ◽  
Value Model

In recent years, various models have been introduced in knowledge management; however, it seems that making a combination of these models can improve the performance of the models in knowledge based organisations. In this paper, two models are considered. The first one is competing values and the second one is organisational activities of knowledge management. Competing values is consisted of two exes: control and environmental interaction. The extent of control differs from high to low and the environmental interaction in the organisation varies from internal to external tendencies. These two axes form different values in the competing value model. Each organization, based on its dominated values, can trigger the organisational activities of knowledge management. This paper proposes a conceptual model that applies dominant ?competing values status and facilitates organisational activities of knowledge by integrating organisational activities of knowledge chain and competing value models. This model will enrich the knowledge management literature, especially on knowledge organisational activities, while being the basis for other researchers and authors to develop the process of organisational activities regarding organisational structure and environmental interaction.

Integration of Competing Values and Knowledge Organisational Activities in a New Model

2016 ◽  
Vol 6 (4) ◽  
pp. 50-61 ◽  
Author(s):  
Amir Hossein Dastaviz
Keyword(s):  
Knowledge Management ◽  
Conceptual Model ◽  
Organisational Structure ◽  
Competing Values ◽  
Environmental Interaction ◽  
New Model ◽  
Knowledge Based ◽  
Knowledge Chain ◽  
Management Literature ◽  
Value Model

In recent years, various models have been introduced in knowledge management; however, it seems that making a combination of these models can improve the performance of the models in knowledge based organisations. In this paper, two models are considered. The first one is competing values and the second one is organisational activities of knowledge management. Competing values is consisted of two exes: control and environmental interaction. The extent of control differs from high to low and the environmental interaction in the organisation varies from internal to external tendencies. These two axes form different values in the competing value model. Each organization, based on its dominated values, can trigger the organisational activities of knowledge management. This paper proposes a conceptual model that applies dominant ?competing values status and facilitates organisational activities of knowledge by integrating organisational activities of knowledge chain and competing value models. This model will enrich the knowledge management literature, especially on knowledge organisational activities, while being the basis for other researchers and authors to develop the process of organisational activities regarding organisational structure and environmental interaction.

The knowledge loop, a knowledge management tool for academic teaching

2008 ◽  
Author(s):  
Elfriede M. Ederer-Fick ◽  
Anita Giener ◽  
Helga Kittl-Satran ◽  
Brigitte Schachner
Keyword(s):  
Knowledge Management ◽  
Management Tool ◽  
Academic Teaching
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