Knowledge management: Making a core competency in today's business world

2012 ◽  
Author(s):  
Yao Fanfan
Keyword(s):  
Knowledge Management ◽  
Core Competency ◽  
Business World

Cultural distance and inter-organizational knowledge transfer: a case study of a multinational company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dasun Bhagya Sapuarachchi
Keyword(s):  
Knowledge Management ◽  
Sri Lanka ◽  
Knowledge Transfer ◽  
Cultural Distance ◽  
Organizational Knowledge ◽  
Multinational Companies ◽  
Cultural Dimensions ◽  
Business World ◽  
Content Type ◽  
The Usa

Purpose The purpose of this study is to explore a phenomenon in knowledge management that has been given scant attention: the influence of cultural distance on inter-organizational knowledge transfer in the context of multinational companies involving headquarters in the USA and a subsidiary in Sri Lanka. Design/methodology/approach Designed as a qualitative exploratory study, data was collected through in-depth interviews of 15 participants and documents review. Findings The findings of this study implied that the theoretically introduced cultural dimensions shall be relevant to analyze the phenomenon of this study. Consequently, through the findings of this study, it is argued that inter-organizational knowledge transfer in multinational companies is influenced by cultural distance. Research limitations/implications This study theoretically and empirically contributes to the debates on knowledge transfer in knowledge management research in general and, inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries with respect to the influence of cultural distance in particular, through the light of Trompenaars’ (1993) cultural dimensions theory. Practical implications The findings of this study could motivate the practitioners to take into account: the influence of cultural distance on inter-organizational knowledge transfer, if inter-organizational knowledge transfer happens in similar contexts: multinational companies with a headquarters in the USA (a western context) and a subsidiary in Sri Lanka (a non-western context) in the practical business world. Originality/value This study provides theoretical and empirical insights into the influence of cultural distance on inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries in the selected context while suggesting various avenues for further research toward the influence of cultural distance on such phenomenon in similar/dissimilar contexts.

Talent agility, innovation adoption and sustainable business performance: empirical evidences from Indian automobile industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gopal Krushna Gouda ◽  
Binita Tiwari
Keyword(s):  
Knowledge Management ◽  
Automobile Industry ◽  
Significant Relationship ◽  
Business Performance ◽  
Innovation Adoption ◽  
Corporate Communication ◽  
Sustainable Business ◽  
Business World ◽  
Content Type ◽  
Learning Agility

PurposeAlthough Industry 4.0 has created a digital disruption in the business world, there is a huge demand for competent personnel to adapt to innovation in a highly volatile environment. This study aims to develop a conceptual framework on innovation adoption, thus creating a sustainable business performance in the Indian automobile industry.Design/methodology/approachA sample of 272 employees working in the Indian automobile industry was empirically tested to examine the hypothesized relationships. The proposed relationships were further tested using structural equation modelling (SEM) with AMOS 26 software.FindingsResults highlight that knowledge management, climate for innovation, learning agility and internal corporate communication positively affect innovation adoption. Perceived innovation characteristics also have a significant relationship with innovation adoption and sustainable business performance. Furthermore, innovation adoption has a positive relationship with sustainable business performance. However, ambidextrous leadership has a non-significant relationship with innovation adoption.Research limitations/implicationsThis study was confined to the Indian automobile industry, which restricts its generalizability. Thus, future research can be conducted in other sectors and country contexts.Practical implicationsThe paper provides valuable insights to practitioners, HR professionals and managers to develop an agile talent who quickly adapts innovative practices to deliver desired results. Organizations must incorporate digital leadership style, robust knowledge management, climate for innovation, learning agility and corporate communication into their talent development practices that further enhance strategic capabilities and lessen expenditures.Originality/valueThis paper provides a holistic framework of innovation adoption in the Indian automobile industry to attain sustainable business performance.

Knowledge Management

2003 ◽  
pp. 68-81
Author(s):  
Petros A.M. Gelepithis ◽  
Nicole Parillon
Keyword(s):  
Knowledge Management ◽  
Great Majority ◽  
Academic World ◽  
Business World ◽  
The Third ◽  
The Core ◽  
Characteristic Views ◽  
Knowledge Market

Although the debate on the nature of ‘knowledge’ and ‘information’ is far from settled, it is now taken for granted throughout the academic world that the two notions are related but fundamentally distinct. This result, and its significant consequences, still need to be realised and understood by the great majority of the business world. In the first section of this chapter, we briefly comment on some characteristic views of ‘knowledge’ and ‘knowledge management,’ and subsequently we analyse in-depth the core constituent notion of the latter, that is, knowledge. In section two, we outline three major consequences of our analysis. The first concerns the limits of management for a certain class of activities involving knowledge. The second concerns the scope and limits of technology for the same class of activities. The third concerns the issue of knowledge market. The thesis we develop is that knowledge cannot be taken as a commodity; in other words, the notion of a knowledge market is not implementable.

Exploring Paths Towards Knowledge Cities Developments

2010 ◽  
pp. 288-297
Author(s):  
Kostas Ergazakis ◽  
Kostas Metaxiotis ◽  
Emmanouil Ergazakis
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Knowledge Economy ◽  
Research Community ◽  
Management Approach ◽  
Business World ◽  
The Status

Nowadays, knowledge is considered as one of the most valuable assets of an enterprise which has to be managed efficiently and effectively in order to gain a competitive advantage in the knowledge economy era. Knowledge Management (KM) evolved into a strategic management approach, finding application not only in the business world but also in other areas such as education, government and healthcare. In this way, the new link between KM and KBD created the appropriate environment for the advent of a new concept in the scientific and practitioners’ communities, the concept of “Knowledge City” (KC). Nowadays, the theme of KCs is a ‘hot’ topic of interest and discussion. The process for developing a KC, is neither quick nor simple. This seems to be already understood by the research community, which the last few hears has begun to concentrate its efforts so as to develop appropriate frameworks, methodologies, tools, systems, etc so as to support the development of KCs. In this context, and given that there are still many pending issues, this article attempts to propose a taxonomy of KC research, by co instantaneously presenting the status with these major themes of KC research. The discussion presented on this article should be of value to researchers and practitioners.

Incorporating Knowledge Management into E-Commerce Applications

2010 ◽  
pp. 975-982
Author(s):  
Sandra Moffett ◽  
Martin Doherty ◽  
Rodney McAdam
Keyword(s):  
Knowledge Management ◽  
New Technologies ◽  
Business Success ◽  
Business World ◽  
For Profit ◽  
Employee Relationships ◽  
Business Function ◽  
Knowledge Intensive ◽  
Relationship Of ◽  
The Relationship

Knowledge Management (KM) is the process of critically managing knowledge to meet existing needs, identify and exploit existing and acquired knowledge assets and develop new opportunities (Quintas et al, 1997). With the emergence of knowledge-intensive industries, where organisations rely on knowledge of their staff for competitive advantage (Lustri et al., 2007), KM has become key for business success (Mu-jung et al., 2007). KM is now an integral business function (Zhou and Fink, 2003) in both traditional and internet-based businesses (Borges Tiago et al., 2007) to the extent that KM is now viewed essential for profit (Yang, 2008). It is widely acknowledged today that new technologies, in particular access to the Internet, tend to modify communication between stakeholders in the business world, such as relationships between the organisation and its clients, the internal functioning of the organisation, including enterprise-employee relationships and the relationship of the organisation with partners and suppliers. This integration to improve the functioning of the organisation to create value for all parties involved is referred to as Electronic Commerce (e-commerce, EC) (Turban et al, 2006).

Evaluating Critical Success Factors Model of Knowledge Management

2015 ◽  
Vol 11 (3) ◽  
pp. 17-36 ◽  
Author(s):  
Mohammadbashir Sedighi ◽  
Sander van Splunter ◽  
Fardad Zand ◽  
Frances Brazier
Keyword(s):  
Knowledge Management ◽  
Environmental Factors ◽  
Corporate Culture ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Issue ◽  
Energy Sector ◽  
World Knowledge ◽  
Business World ◽  
Critical Success

Knowledge management is a critical issue in today's business world. Knowledge is considered to be one of the most strategic resources of a firm and sources of competitive advantage. This paper identifies and ranks Critical Success Factors (CSFs) for implementation of knowledge management in the Iranian Energy Sector. Using the Analytic hierarchy process (AHP) method the relative quantitative weights of 8 of the major CSFs for implementation of knowledge management are identified, based on analyses with KM designers in the Iranian energy sector. The outcomes of the research designate that the critical success factors in the order of importance are: corporate culture, human and financial resources, strategy and leadership, structures and procedures, meso environmental factors, knowledge management process, macro environmental factors, technology and infrastructure.

Can Knowledge Management Assist Firms to Move from Traditional to E-Commerce

2010 ◽  
pp. 102-115
Author(s):  
Irene Samanta
Keyword(s):  
Knowledge Management ◽  
Cost Saving ◽  
New Products ◽  
Scientific Achievement ◽  
Market Place ◽  
Global Business ◽  
Business World ◽  
Know How ◽  
Technological Achievement

This chapter is to define the firm’s innovative core and create frameworks to integrate innovation throughout the management of knowledge by generating implementing ideas, strategies and plans applied that cultivate a thinking organization aims to associate innovation with business targets. It argues that companies which manage and transform the knowledge effectively reap the rewards of scientific and technological achievement in order to adopt innovation concept in their operation. Furthermore, the author hope that firms understanding the information received from the current global business world and transmit it to reap the rewards of scientific achievement will increase their competitiveness competition not only for sales, but also for technical know – how and skills. At the company level depends on the speed with which new products can be brought to the market place and on the importance of achieving new cost – saving improvements.

The Readiness of IDSC to Adopt Knowledge Management

2003 ◽  
pp. 239-262
Author(s):  
Ahmed A.K. Hussein ◽  
Khaled Wahba
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Organizational Memory ◽  
High Turnover ◽  
Business World ◽  
Competitive Edge ◽  
Common Mistake ◽  
Corporate Memory ◽  
Egyptian Government ◽  
The Brain

Over the last two years Knowledge Management has become the latest hot topic in the business world. Companies are realizing that their competitive edge is mostly the brain power or intellectual capital of their employees and management. Many organizations are drowning in information, but starving for knowledge. In order to stay ahead of the pack, organizations must leverage their knowledge internally and externally to survive. Knowledge management is believed to be the current savior of organizations. Creative and innovative people form the core of any organization. In turn, those people form the corporate memory. The Information Decision Support Center for the Cabinet of Ministers for the Egyptian Government (IDSC) faces a problem of employees’ high turnover rate (17%), which threatens to cause IDSC to lose its memory. One common mistake many organizations make when they implement KM initiatives is to place too much emphasis on the technological aspect of KM and ignore the human resources aspects. IDSC developed a knowledge management system called the Organizational Memory (http://www.home.idsc.gov.eg/), but ignored the human factor of KM. The purpose of this chapter is to test the readiness of employees and managers working at IDSC to adopt knowledge management. Human issues were clearly shown to outweigh any technology constraints, and views of managers and employees differed to some extent. It is recommended that these human and managerial concerns be addressed if KM is to be successful in organizations.

scholarly journals Educating Knowledge Management Professionals in the Era of Knowledge Economy

2002 ◽  
Vol 01 (02) ◽  
pp. 91-98 ◽  
Author(s):  
Hsueh-hua Chen ◽  
Tzu-heng Chiu ◽  
Jung-Wei Fan
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Information Science ◽  
Business Administration ◽  
Library And Information Science ◽  
Business World ◽  
Educational Backgrounds ◽  
Important Concern ◽  
Information Engineering ◽  
Modern Business

The era of knowledge economy has arrived, and knowledge has become a key resource for enterprises. How to keep creating and using new knowledge has become an important concern for modern business administration. How to manage knowledge efficiently and effectively will become a crucial issue in future. However, owing to differences in educational backgrounds, people may have different perspectives on knowledge management (KM), and so the effectiveness of KM may not be maximized owing to lack of integration. In view of this, the Departments of Library and Information Science, Business Administration, Information Management, and Computer Science and Information Engineering of the National Taiwan University put together a "KM Curriculum Program" that seeks to educate and train all-round KM professionals. This paper begins with the proposition that KM will be the focus of business administration in the 21st century, followed by the need to train interdisciplinary KM professionals and create channels for such training. Lastly, it takes "KM Curriculum Program, NTU" as a sample to explain the ideas behind its education and training. Further, by sharing experiences, we hope to motivate other colleges and universities to draw up similar programs to train skilled KM professionals and to improve Taiwan's competitiveness in the business world.

scholarly journals Customer-Centric Knowledge Creation For Customer Relationship Management

2014 ◽  
Vol 30 (2) ◽  
pp. 397 ◽  
Author(s):  
Phocharapol Srisamran ◽  
Vichita Vathanophas Ractham
Keyword(s):  
Knowledge Management ◽  
Customer Relationship Management ◽  
Knowledge Creation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Timely Manner ◽  
Business World ◽  
Customer Knowledge ◽  
Knowledge Based

As the pace of todays world increases with advances in technology and globalization, the heat of rivalry and competition in the business world is also rising. It is a wake-up call for many firms that they can no longer just convince customers to buy whatever they sell. They have to understand their customers. Customer Relationship Management (CRM) can assist firms to know your customer and construct good relationships with customers. In order to know your customer and construct a good relationship, customer knowledge must be acquired and managed. However, this is no easy task since customer knowledge can be subjective and difficult to extract or manage. An approach is needed to acquire and manage customer knowledge. Knowledge management, including knowledge creation, can assist in terms of acquiring and managing customer knowledge. Knowledge management not only improves understanding of the customer, but also improves business process performance by enabling response to customer needs in a timely manner with better quality of service. Customer-Centric Knowledge Creation is the process for the creation of knowledge based on customer knowledge within the CRM contexts which are enterprise-wide, customer-centric, technology-driven, and cross-functional. The aims of this process are to assist organizations to gain more understanding of the customer, embedding customer knowledge into organization knowledge, and creating a customer-focused mindset in organizational members. In other words, it is to sustainably create knowledge focusing on customer knowledge in an organization.

Sign in / Sign up

Export Citation Format

Share Document