Knowledge creation and its place in the development of sustainable competitive advantage

2003 ◽  
Vol 7 (1) ◽  
pp. 20-31 ◽  
Author(s):  
Rob Sharkie
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Success Factors ◽  
Sustainable Competitive Advantage ◽  
Sufficient Knowledge ◽  
Strategic Direction ◽  
Important Requirement ◽  
Future Success ◽  
Management Function ◽  
Better Than

Organizations operate in all areas through people and it is their contribution which determines success and it is their skills and knowledge which need to be cultivated and then leveraged to create competitive advantage. Sustainability of this competitive advantage comes from the development of tightly coordinated and complementary activities and directed towards producing a strategy of differentiation and making a unique offering to customers. A consistency in strategic direction is essential and this will necessitate the exercise of choice to develop a unique strategy. The development of sustainable competitive advantage is a vital management function and an important requirement is the nurturing of a knowledge creating environment to enable the organization to exploit and develop resources better than rivals and create sufficient knowledge to address the industry’s future success factors.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

scholarly journals Market Volatility, Digital Transformation and Innovation changed the way of competition

2022 ◽  
Author(s):  
Amal Wijenayaka
Keyword(s):  
Competitive Advantage ◽  
Digital Transformation ◽  
Market Volatility ◽  
Sustainable Competitive Advantage ◽  
Traditional Methods ◽  
Future Success ◽  
The World ◽  
Insight Into ◽  
Huge Challenge ◽  
The Way

The world is rapidly changing. As a result, organizations have to find new ways to compete with close competitors. It is challenging to use traditional methods and ways. Advertising and price war are not gaining sustainable competitive advantage further. Most past researches mentioned that Innovation is the key to future success. Furthermore, it is required to transform to digitalization. It provides new insight into the organization. Market volatility is a huge challenge to the organization. However, it can be managed with digitalization and Innovation.

Critical Success Factors and Core Competencies

2011 ◽  
pp. 364-368 ◽  
Author(s):  
Helena Santos Rodrigues ◽  
Pedro Figueroa Dorrego
Keyword(s):  
Competitive Advantage ◽  
Success Factors ◽  
Core Competencies ◽  
Virtual Organizations ◽  
Key Success Factors ◽  
Intangible Resources ◽  
Critical Success ◽  
Core Competences ◽  
Internal Core ◽  
Better Than

To effectively compete, the company needs to adjust their internal strengths to the environmental opportunities. Considering the “intangible” support of virtual organizations, it point out the importance of intangible resources. So, managers need to identify, combine, recombine, and manage their resources, competencies and capability to explore their potential and perform better than the competitors on the costumer needs, preferences, and desires satisfaction. So, the advantage of an organization consists in the identification of the internal: core competences, mainly based on knowledge assets and intellectual capital, that align with the key success factors of the market gives: competitive advantage, better performance and better market position.

scholarly journals Effects of Knowledge Management and Creation Capability on the Performance of SMEs in Kogi State

2021 ◽  
Vol 2021 (1) ◽  
pp. 43-56
Author(s):  
Yunusa Ademu ◽  
Folashade Olufunke Obaje ◽  
Rotimi Grace Gift Otitolaiye
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Survey Design ◽  
Small And Medium Enterprises ◽  
Analytical Techniques ◽  
Sustainable Competitive Advantage ◽  
Business Growth ◽  
Research Survey ◽  
Medium Enterprises

This study aimed at determining the effects of knowledge management and creation capability on the performance of SMEs in Kogi State. The research survey design was adopted for this study. For data analysis, descriptive and inferential analytical techniques were used. The analytical techniques employed are survival analysis and multiple regression analysis (stepwise). Findings showed that socialization has a significant effect on the competitive advantage of both Small and Medium Enterprises in Kogi State; externalization has a significant effect on the competitive advantage of Medium Enterprises in Kogi State; the combination of resources can predict the competitive advantage of both Small and Medium Enterprises in Kogi State. Findings further showed that combination, internalization, socialization, and externalization strongly and significantly predict the business growth of SMEs in Kogi State. The study concluded that the ability of SME owners to manage knowledge can translate into a better chance of achieving the enterprise's goals. The study recommended that SME owners should channel their knowledge creation towards socialization and a combination of resources; owners of Medium Enterprises should take advantage of knowledge creation through externalization to facilitate sustainable competitive advantage in Kogi State. Furthermore, SME owners and economic stakeholders should find alternative ways of promoting effective knowledge management and creation in Kogi State.

scholarly journals Validating Knowledge and Technology Effects to Operative Sustainable Competitive Advantage

2013 ◽  
Vol 4 (3) ◽  
pp. 45-54 ◽  
Author(s):  
Josu Takala ◽  
Jari Koskinen ◽  
Yang Liu ◽  
Mehmet Serif Tas ◽  
Matti Muhos
Keyword(s):  
Competitive Advantage ◽  
Strategic Decision ◽  
Sustainable Competitive Advantage ◽  
Manufacturing Strategy ◽  
Risk Levels ◽  
Sustainable Improvement ◽  
Strategic Direction ◽  
Sense And Respond ◽  
Global Company ◽  
Operational Excellence

Abstract Purpose: This paper aims to present a fresh idea on how to model and examine the level of sustainable competitive advantage (SCA) with and without knowledge and /technology (K/T) effects in a case company’s operation by taking the manufacturing strategy’s development directions and the efficiency of resource allocation among its attributes into consideration. Design/Methodology/approach: In this paper, questionnaires are filled by two different managerial groups, company’s management team (G1) and company’s global directors (G2). The analyses based on G1, G2 and G1-G2 (mixed results) are performed and examined as well as the effect of knowledge and /technology rankings to observe the differences on how they effect on company’s operations strategy and what kind of strategy type that decision makers might follow. Besides, the effects of knowledge/technology rankings on SCA risk levels are examined on different case companies to perceive the similarities and differences with our case company. In this case study, the objectives are achieved based on several methodologies: manufacturing strategy index (MSI) [1] and sense and respond (S&R) methodology [2]. Findings: The achieved results through the model are found to be promising corresponding to the feedback from the respondents. Research limitations/implications: The model is applied only in a big sized B2B global company that produces power electronics products. Therefore, further tests need to be applied to the model in case of multiple companies from different sizes and areas to figure out the best formula in case of validation of strategic direction (MAPE, RSME or MAD). Practical implications: As a result of its wide applicability and its ease in arrangement the model has an enormous potential for strategic decision-making process and strategic analysis. Originality/Value:The model can provide a more dependable possibility of sustainable improvement to the corporate operational excellence and strategy

scholarly journals MANAGEMENT OF ENTERPRISE COMPETITIVE ADVANTAGES

2017 ◽  
pp. 178-181
Author(s):  
Yuriy Goncharov ◽  
Olena Kupper
Keyword(s):  
Competitive Advantage ◽  
Success Factors ◽  
Enterprise Management ◽  
Modern World ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Modern Enterprise ◽  
Long Time ◽  
Definition Of ◽  
Industry Success

In conditions of current competition it is extremely difficult to retain market positions which were acquired. Achievement of competitive advantage by the enterprise is one of the most important categories of market economy. It can characterize the company's ability to timely and efficiently adapt to the conditions of external market environment that can rapidly change, to resist the economic crisis phenomena, to survive and develop. The essence of the concepts "competitiveness" and "competitive advantage" are considered in the article. The definition of "competitive enterprise" is proposed. The main approaches to the management of enterprise competitiveness in the modern world are analysed. In the article the "Conceptual model of sustainable competitive advantage" by IA Kuznetsov is shown. This model demonstrates that sustainable competitive advantages are formed at the intersection of using external and internal opportunities of unique properties of enterprise. These properties are expressed through industry success factors and key capabilities of the organization. The article examines the types of competitive advantages according to the forms of origin and manifestation (internal and external). It is concluded that the main demand of modern enterprise management competitiveness is the scientific study of strategic competitive advantages and maintaining the achieved position for a long time.

Knowledge Transfer and Knowledge Creation in Virtual Teams

2016 ◽  
pp. 110-122 ◽  
Author(s):  
Nory B. Jones
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Virtual Teams ◽  
Knowledge Creation ◽  
Supporting Evidence ◽  
Sustainable Competitive Advantage ◽  
Tacit Knowledge Transfer ◽  
New Knowledge

Tacit knowledge transfer and knowledge creation represents perhaps the best means of sustainable competitive advantage through continual innovation. As organizations become more distributed in their different offices, virtual teams become more common and valuable. The question of how these virtual teams can effectively transfer tacit knowledge and create new knowledge thus becomes of importance to organizations. This chapter focuses on this issue and presents supporting evidence related to tacit knowledge transfer and creation, virtual teams, and how businesses can effectively harness capacity of virtual teams to transfer valuable tacit knowledge and create new knowledge.

The Importance of Knowledge Creation and Knowledge Sharing

2018 ◽  
pp. 37-49
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Workplace Communication ◽  
Sustainable Competitive Advantage ◽  
Effective Manner ◽  
Essential Components

This chapter explains the overview of knowledge creation; the applications of knowledge creation; the overview of knowledge sharing; knowledge sharing and social media; and the advanced issues of knowledge sharing. Knowledge creation and knowledge sharing are the essential components of knowledge management (KM) for achieving sustainable competitive advantage. With the support of advanced technologies, knowledge creation and knowledge sharing can be productively utilized in various organizations. When knowledge is created and shared, executives and management must distribute that knowledge to their employees toward organizational success in a timely and effective manner. To gain the effective organizational learning, creating and sharing knowledge should be added in the organizational policy, and should be executed through workplace communication among organizational employees.

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