Linking Business Intelligence to a Knowledge-Based Sustainable Competitive Advantage in Organizations

2016 ◽  
Author(s):  
Nixon Muganda Ochara ◽  
Thato Mokwena
Keyword(s):  
Competitive Advantage ◽  
Business Intelligence ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based

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 The Theoretical Embedding Of Born Globals: Challenging Existing Internationalization Theories

2014 ◽  
Vol 14 (1) ◽  
pp. 39
Author(s):  
Ricarda B. Bouncken ◽  
Felix Schuessler ◽  
Sascha Kraus
Keyword(s):  
Competitive Advantage ◽  
Underlying Mechanism ◽  
Learning Processes ◽  
Sustainable Competitive Advantage ◽  
Born Globals ◽  
Resource Based View ◽  
Knowledge Based ◽  
A Company

This article examines the embedding of the phenomenon of Born Globals into three existing theories of the firm. The model of Born Globals deals with young companies that begin shortly after their foundation to internationalize. The Uppsala Internationalization Model helps to delimit the concept of Born Globals from existing internationalization models and to highlight their special features. The resource-based view takes up the integration of knowledge as the key resource of Born Globals and explains the underlying mechanism with which a company achieves a sustainable competitive advantage from a bundle of resources. The knowledge-based view is concerned with the generation of knowledge and explains the learning processes that are performed by the entrepreneur. A recurring theme could be identified and contains the following elements which interconnect the three theories of the firm with the concept of Born Globals - knowledge as a key resource, learning, and integration of knowledge into organizations.

Intellectual Capital

2010 ◽  
pp. 237-252 ◽  
Author(s):  
Maria do Rosário Cabrita ◽  
Virgílio Cruz Machado ◽  
António Grilo
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Sustainable Competitive Advantage ◽  
Central Question ◽  
Organisational Performance ◽  
Holistic Model ◽  
Knowledge Based ◽  
Study Support ◽  
Key Driver ◽  
Strategic Perspective

With the rise of the “new economy”, knowledge became a most valuable resource. Accepting knowledge as a resource suggests that knowledge can be acquired, transferred, combined and used, and it may be a potential source of sustainable competitive advantage. In this context, knowing how an organization creates value, based on its potential of knowledge, became a central question in management research. Under a strategic perspective, knowledge that creates value is defined as intellectual capital, the application of which will give organisations sustainable competitive advantage. Therefore, identifying, measuring and managing intellectual capital is crucial for corporate innovation and competitiveness. The purpose of our study is to examine the interrelationships and the effects of interaction between intellectual capital components and organisational performance, and defines how knowledge creates value. The study is developed in the context of Portuguese banks, an industry where differentiation of products and services almost exclusively hinges on the continuous rejuvenation of the underlying knowledge base. Empirical findings from this study support the propositions that intellectual capital is a key driver of organisational performance and that a knowledge-based perspective holds a more holistic model of organisations’ value creation.

Creating Organizational Knowledge

2007 ◽  
pp. 42-63
Author(s):  
Nilmini Wickramasinghe ◽  
Dag Von Lubitz
Keyword(s):  
Competitive Advantage ◽  
Decision Maker ◽  
Organizational Knowledge ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Comprehensive Coverage

This book provides comprehensive coverage of all areas (people, process, and technology) necessary to become a knowledge-based enterprise. It presents several frameworks facilitating the implementation of a KM initiative and its ongoing management so that pertinent knowledge and information are always available to the decision maker, and so the organization may always enjoy a sustainable competitive advantage

Understanding the Knowledge Construct

2007 ◽  
pp. 16-41
Author(s):  
Nilmini Wickramasinghe ◽  
Dag Von Lubitz
Keyword(s):  
Competitive Advantage ◽  
Decision Maker ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Comprehensive Coverage

This book provides comprehensive coverage of all areas (people, process, and technology) necessary to become a knowledge-based enterprise. It presents several frameworks facilitating the implementation of a KM initiative and its ongoing management so that pertinent knowledge and information are always available to the decision maker, and so the organization may always enjoy a sustainable competitive advantage

scholarly journals Determinants of causal ambiguity and difficulty of knowledge transfer within the firm

2013 ◽  
Vol 19 (6) ◽  
pp. 742-755 ◽  
Author(s):  
Ugur Uygur
Keyword(s):  
Knowledge Transfer ◽  
Best Practices ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Sustainable Competitive Advantage ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Causal Ambiguity ◽  
New Framework

AbstractThe knowledge-based view of the firm portrays knowledge assets as the basis of sustainable competitive advantage. However, leveraging the knowledge available to the firm is not straightforward. The transfer of best practices within the firm or the replication of a certain routine poses challenges for managers. Causal ambiguity of knowledge makes it difficult to transfer practices into other contexts within the firm. In this paper, a new framework is proposed that identifies four antecedents to causal ambiguity: complexity, tacitness, relevance to the existing knowledge base, and the locality of knowledge. The paper concludes with the implications of the framework.

scholarly journals Explaining the competitive advantage generated from Analytics with the knowledge-based view: the example of Logistics and Supply Chain Management

2019 ◽  
Vol 13 (1) ◽  
pp. 163-214 ◽  
Author(s):  
Tino T. Herden
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
Data Driven ◽  
Sustainable Competitive Advantage ◽  
Chain Management ◽  
Knowledge Based ◽  
Data Scientist ◽  
Functional Teams

AbstractThe purpose of this paper is to provide a theory-based explanation for the generation of competitive advantage from Analytics and to examine this explanation with evidence from confirmatory case studies. A theoretical argumentation for achieving sustainable competitive advantage from knowledge unfolding in the knowledge-based view forms the foundation for this explanation. Literature about the process of Analytics initiatives, surrounding factors, and conditions, and benefits from Analytics are mapped onto the knowledge-based view to derive propositions. Eight confirmatory case studies of organizations mature in Analytics were collected, focused on Logistics and Supply Chain Management. A theoretical framework explaining the creation of competitive advantage from Analytics is derived and presented with an extensive description and rationale. This highlights various aspects outside of the analytical methods contributing to impactful and successful Analytics initiatives. Thereby, the relevance of a problem focus and iterative solving of the problem, especially with incorporation of user feedback, is justified and compared to other approaches. Regarding expertise, the advantage of cross-functional teams over data scientist centric initiatives is discussed, as well as modes and reasons of incorporating external expertise. Regarding the deployment of Analytics solutions, the importance of consumability, users assuming responsibility of incorporating solutions into their processes, and an innovation promoting culture (as opposed to a data-driven culture) are described and rationalized. Further, this study presents a practical manifestation of the knowledge-based view.

Learning Organizations

2007 ◽  
pp. 226-243
Author(s):  
Nilmini Wickramasinghe ◽  
Dag Von Lubitz
Keyword(s):  
Competitive Advantage ◽  
Decision Maker ◽  
Learning Organizations ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Comprehensive Coverage

This book provides comprehensive coverage of all areas (people, process, and technology) necessary to become a knowledge-based enterprise. It presents several frameworks facilitating the implementation of a KM initiative and its ongoing management so that pertinent knowledge and information are always available to the decision maker, and so the organization may always enjoy a sustainable competitive advantage

Promoting Participation in Communities of Practice

2011 ◽  
pp. 407-418 ◽  
Author(s):  
Carolyn W. Green ◽  
Tracy A. Hurley
Keyword(s):  
Communities Of Practice ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Organization Theory ◽  
Entrepreneurial Activity ◽  
Social Forces ◽  
Sustainable Competitive Advantage ◽  
Organizational Boundaries ◽  
Goods And Services ◽  
Knowledge Based

One of the emerging themes in recent organization theory and strategic management research has been the central role that knowledge plays in organizational performance. Grant (2001), for example, looks at the advantages of a knowledge-based perspective in organization theory, focusing on knowledge as the critical resource in the production of goods and services. Similarly, Teece (2001) notes an “increasing recognition that the competitive advantage of firms depends on their ability to create, transfer, utilize and protect difficult to imitate knowledge assets” (p. 125). Nonaka, Toyama, and Konno (2001) claim that continuously creating knowledge is the reason for a firm’s existence, noting widespread acceptance of the view that the ability to create and utilize knowledge is the most important source of a firm’s sustainable competitive advantage. More recently, Simsek (2003), taking a knowledge-based view of the firm, has argued that firms with superior knowledge systems are better able to identify, take advantage of, and create information asymmetries in their competitive environments. Simsek’s study found that knowledge-based capabilities were associated with more entrepreneurial activity, which was in turn related to higher levels of firm performance. Interest in how knowledge affects organizational performance has also turned to a consideration of the role communities of practice play in increasing the knowledge-based capabilities of organizations. Brown and Duguid (2001), exploring contradictions associated with the tendency for knowledge to leak across organizational boundaries, focus on practice as the key to understanding the communities that connect professionals in their shared development of knowledge. They note: ...what individuals learn always and inevitably reflects the social context in which they learn it and in which they put it into practice. When learning a job is at issue, this context usually includes the firm as a whole, immediate colleagues, and the relevant discipline or profession (as well as idiosyncratic external social forces bearing on each individual). (p. 200)

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