Strategic Knowledge Services

2012 ◽  
pp. 527-556 ◽  
Author(s):  
Hannu Vanharanta ◽  
Camilla Magnusson ◽  
Kari Ingman ◽  
Annika Holmbom ◽  
Jussi Kantola
Keyword(s):  
Strategic Knowledge ◽  
Knowledge Services

scholarly journals A Study on the Impact of R&D Intensity on Business Performance: Evidence from South Korea

2021 ◽  
Vol 7 (2) ◽  
pp. 135
Author(s):  
Hun Park ◽  
Jun-Hwan Park ◽  
Sujin Lee ◽  
Hyuk Hahn
Keyword(s):  
South Korea ◽  
Research And Development ◽  
Business Performance ◽  
Decision Makers ◽  
The Other ◽  
Research Groups ◽  
Innovative Firms ◽  
The Impact ◽  
Knowledge Services

The role of R&D (research and development) intensity on the effect of knowledge services on the business performance of firms has been discussed by using PLS-SEM and PLS-MGA methods. Research groups were divided into two groups, innovative and non-innovative. Respondents were classified into innovative firms if their R&D intensity was over 3% and vice versa. PLS-SEM and PLS-MGA results were compared for two groups and valuable insights were extracted. For innovative firms, knowledge services seemed to be verified and processed by the decision makers and utilized to achieve their business performance. On the other hand, a large number of non-innovative firms seemed to have a stronger tendency to utilize knowledge services directly for their business without sufficient verification by the decision makers.

scholarly journals Requirements for Cios' Competencies in the Czech Economy

2015 ◽  
Vol 62 (3) ◽  
pp. 411-424
Author(s):  
Milos Maryska ◽  
Petr Doucek
Keyword(s):  
Czech Republic ◽  
Leadership Skills ◽  
Team Leadership ◽  
Chief Information Officers ◽  
Strategic Knowledge ◽  
Practical Skills ◽  
Advanced Economy ◽  
The Czech Republic ◽  
Knowledge Domains ◽  
Knowledge Requirements

Abstract Economy of the Czech Republic, just like the country’s ICT sector, underwent significant changes after 1990. The fall of socialism and transition to market economy had significant impact on development of ICT sector and its competitiveness. In the article, we analyze practical requirements in the field of strategic knowledge demanded from Chief Information Officers (CIOs). The analysis is based on a representative survey carried out among approximately 1,000 companies on the Czech market in 2006, 2010. The last survey in 2015 was performed in the form of interview in 147 corporations. The companies are divided by branch in economic sector, by dependence on ICT and by size. The requirements put on CIOs are divided into sixteen knowledge domains. The results of the survey indicate that ICT sector in Czech Republic has gone from centrally planned economy to almost advanced economy since 1990. This is evidenced by identified development of strategic knowledge and practical skills required from CIOs in Czech Republic between 2006, 2010 and 2015. Knowledge requirements on CIO’s degreased visible between year 2006 and 2015 but change between 2010 and 2015 is not noticeable. In general, we can say that requirements on CIO’s are in 2015 lower than in 2010 except domains like “Team leadership skills”, “IS/ICT knowledge”, “Knowledge in Business Sector” and “Law”.

Identifying Conditions to Implement Strategic Knowledge Management in Brazilian Corporations — SKM Math Model Application

2009 ◽  
Vol 08 (01) ◽  
pp. 67-77
Author(s):  
R. C. R. Miranda
Keyword(s):  
Knowledge Management ◽  
Organisational Culture ◽  
Decision Makers ◽  
Strategic Knowledge ◽  
Math Model ◽  
Model Application ◽  
Managerial Style ◽  
Systemic Model ◽  
Systemic Factors ◽  
Strategic Knowledge Management

This is a step forward in researching about Strategic Knowledge Management — SKM. Firstly, an overview of SKM is presented and indicating the three integrative models: conceptual model, mathematical model and systemic model. After that, the SKM math model is deeply described in order to establish a framework to the study. The research objective was to evaluate conditions to implement SKM in Brazilian corporations. Thus, a methodology of four steps was applied: formulating a questionnaire, considering variables related to systemic factors — cognition, technology, organisational culture, managerial style and context — developing a Math Model Software, that was used to collect data and consolidating results by using a MS Excel; preparing a team of researches that comprised 29 students of the Intelligence Competitive MBA in the Universidade de Brasília. The research considered 15 companies in Brazil, mostly public ones, and 56 strategists and decision makers were heard. Results revealed that the conditions are unfavorable to implement SKM model and improvement actions on systemic factors are considerably required.

The Acquisition of General Purpose Strategic Knowledge for Argumentation

1995 ◽  
Vol 22 (1) ◽  
pp. 41-45 ◽  
Author(s):  
D. Alan Bensley ◽  
Cheryl Haynes
Keyword(s):  
General Purpose ◽  
Strategic Knowledge

INTEGRATION AND EVALUATION OF A PROPOSAL FOR STRATEGIC KNOWLEDGE TEACHING IN CAD

10.6036/9505 ◽  
2021 ◽  
Vol 96 (1) ◽  
pp. 145-149
Author(s):  
XABIER GARIKANO OSINAGA ◽  
MIKEL GARMENDIA MUJIKA ◽  
ANGEL PEREZ MANSO ◽  
ENEKO SOLABERRIETA MENDEZ
Keyword(s):  
Computer Aided Design ◽  
Empirical Test ◽  
Control Group ◽  
Strategic Knowledge ◽  
Learning Framework ◽  
Design Changes ◽  
Professional Requirements ◽  
Teaching Learning ◽  
Didactic Strategies ◽  
Aided Design

Computer-aided design competency is critical for an engineering graduate starting in the world of work. Therefore, the development of this competency must be in line with professional requirements and consider the design constraints. For example, in the case of modeling, a geometrically correct model may not be sufficient if it is unable to withstand the modifications required by design changes. Therefore, we consider that training must be based on the development of this knowledge, known as strategic knowledge, and encourage its acquisition. This article describes a CAD training proposal focused on the development of strategic knowledge. Starting from the contributions of researchers, the modeling process is broken down so that it can be reproduced in the different scenarios that may be presented at the time of modeling. In order to facilitate the acquisition of this knowledge, an active learning framework has been established and specific didactic strategies have been developed for this purpose. Finally, the results of an empirical test are presented after the implementation of this proposal in which the results show a notable improvement in the experimental group in relation to the control group. Keywords: CAD modeling, teaching-learning, strategic knowledge

scholarly journals Maturidade em gestão do conhecimento: análise das percepções dos gestores de uma grande empresa de construção civil

2016 ◽  
Vol 21 (1) ◽  
pp. 375 ◽  
Author(s):  
Carlos Henrique Cotta Natale ◽  
Jorge Tadeu Ramos Neves ◽  
Rodrigo Baroni Carvalho
Keyword(s):  
Knowledge Management ◽  
Maturity Model ◽  
Strategic Knowledge ◽  
Strategic Knowledge Management

<p><strong>Introdução:</strong> A partir da aplicação de um modelo de maturidade em Gestão do Conhecimento (GC), uma empresa pode ser capaz de identificar práticas de GC que podem ser melhoradas e, ou, implantadas.</p><p><strong>Objetivo:</strong> O objetivo é identificar a percepção dos gestores em relação à maturidade das práticas de gestão do conhecimento em uma grande empresa de construção civil.</p><p><strong>Metodologia:</strong> Trata-se de uma pesquisa descritiva qualitativa conduzida em duas etapas com o grupo dos 15 principais gestores (alta administração) por meio de uma entrevista e questionário semiestruturado (100 questões e 6 níveis) lastreado no modelo de maturidade <em>Strategic Knowledge Management Maturity Model</em> (KRUGER; SNYMAN, 2007) </p><p><strong>Resultados:</strong> Constatou-se que a empresa está no estágio inicial de GC. O modelo S-KMMM permitiu identificar iniciativas departamentais isoladas e processos de GC que podem ser implantados e, ou, aprimorados.</p><strong>Conclusões:</strong> Observou-se que a aplicação do modelo de maturidade em gestão do conhecimento foi útil para que os gestores da empresa reconhecessem que as práticas de GC correntes são realizadas de maneira isolada, intuitiva e informal. A aplicação do modelo S-KMMM se mostrou válida para avaliação sistemática e alinhamento estratégico das iniciativas organizacionais de GC.

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