The purpose of this paper is to present a review of literature that establishes the factors affecting the ability of an organisation to absorb and apply knowledge. The…
The purpose of this paper is to present a review of literature that establishes the factors affecting the ability of an organisation to absorb and apply knowledge. The review aims to draw from literature on the resource‐based view of the firm, dynamic capabilities, organisational learning, knowledge management and technological innovation. The paper then seeks to present a model of knowledge translation capability synthesised from the literature review.
The model that is synthesised from the literature review draws on three streams of work. First, the work of Dorothy Leonard on technological capability; second, the I‐space model of knowledge assets developed by Max Boisot; and third, other work based in the organisational learning and innovation management literature. The model is illustrated using a case study of an innovation project.
The effective development of a knowledge translation capability requires attention to a network of both formal and informal structures/activities across an organisation. Together these activities constitute a dynamic capability that operates iteratively throughout the whole organisation and are an example of triple‐loop learning processes.
The paper will prove useful to other academics in the area of technological innovation and practising managers who can use the model to evaluate their own organisation's knowledge translation capability.
The advantage of the model presented is that, unlike other discussions of dynamic capability, the link between conceptual level description and real world activities has been made more distinct. By recognising relevant organisational structures and relationships, it becomes possible to takes steps to assess their performance and then manage their improvement.
Offers a fresh outlook for managing the delicate interactionbetween the customer and the contact employee in the serviceenvironment. Emphasizes that the quality of the…
Offers a fresh outlook for managing the delicate interaction between the customer and the contact employee in the service environment. Emphasizes that the quality of the customer‐employee interfacehas a great effect on customers′ perceptions of the quality and value of the service, as well as on their satisfaction. Suggests a model of how companies can improve this interface by treating employees ascustomers and customers as employees, thus developing lower cost and higher quality services and also higher levels of satisfaction on the part of both customers and employees. Recommends various steps for management to take.
There has been extensive research conducted regarding the identification of evaluative criteria and cues used in selecting products classified as goods, yet there has been…
There has been extensive research conducted regarding the identification of evaluative criteria and cues used in selecting products classified as goods, yet there has been little research on products classified as services. Marketing managers accept the notion that there are some controllable and uncontrollable variables in the environment that will impact on the consumer's perceptions of their product offering. If marketers can understand which criteria are used to evaluate a product, in this case a service, and can identify which cues are used to assess the criteria, they will he better able to manage and influence the consumer's evaluations and perceptions of the offering. This study takes an integrated look at the evaluative criteria and cues used by consumers in selecting services.
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