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1 – 10 of over 81000
Article
Publication date: 1 August 2005

Kevin C. Desouza and Yukika Awazu

To draw management and scholarly attention to two missing capabilities in a knowledge management program: segmentation capability and destruction capability.

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Abstract

Purpose

To draw management and scholarly attention to two missing capabilities in a knowledge management program: segmentation capability and destruction capability.

Design/methodology/approach

An opinion paper based on consulting and research experiences of the authors.

Findings

Organizations that consider the two missing capabilities have witnessed significantly improved knowledge management programs compared with when the capabilities were missing from their agenda. In addition to the two missing capabilities, the third capability – protection capability – may need due attention.

Research limitations/implications

The two missing capabilities can be further investigated as important constructs. The two capabilities complement and augment their peer capabilities (creation, transfer, storing, retrieving and applying). The intricacies of the missing capabilities and the known capabilities need to be further studied.

Practical implications

If an organization neglects the two capabilities, the benefits of their knowledge management program will be limited. Organizations can cultivate the two missing capabilities effectively and efficiently by following the suggestions of the paper.

Originality/value

This is the first paper that discusses the two missing knowledge management capabilities exclusively and connects their role and importance to known capabilities.

Details

Journal of Business Strategy, vol. 26 no. 4
Type: Research Article
ISSN: 0275-6668

Keywords

Abstract

Details

Critical Capabilities and Competencies for Knowledge Organizations
Type: Book
ISBN: 978-1-78973-767-7

Article
Publication date: 22 February 2022

Pedro Mota Veiga, Cristina Fernandes and Filipe Ambrósio

The aim of the study is to analyze how knowledge spillovers and knowledge management capabilities affect the innovation capabilities of hospitality sector companies in…

Abstract

Purpose

The aim of the study is to analyze how knowledge spillovers and knowledge management capabilities affect the innovation capabilities of hospitality sector companies in crisis environments.

Design/methodology/approach

A survey was completed by 63 hotel directors based in Portugal, gathering data on knowledge spillover, knowledge management capabilities and innovation capabilities. Two multiple linear regression models were used to estimate the impact of knowledge spillovers and knowledge management capabilities on innovative capability.

Findings

It has been concluded that knowledge spillovers work as external benefits of knowledge creation, increasing the innovation activities of companies in the hospitality sector, which reinforces that knowledge spillovers help to enhance innovation capabilities. The study's results show that it is essential for companies to manage knowledge. It also concludes that effective knowledge management facilitates the exchange of knowledge required in the innovation process. Knowledge spillovers improve the performance of innovation in companies through the development of new insights and innovation capabilities.

Research limitations/implications

This research was carried out in a period of crisis. As expected in a troubled period, the results are extremely volatile. This study's sample is composed of Portuguese hospitality companies.

Originality/value

This research provides valuable insights into the overflow of explicit and tacit knowledge in the hotel industry. Moreover, this study offers new insights into the mediating role of knowledge management capability in the relationship between a hotel's knowledge overflow and its innovation performance.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 1 July 2006

Anders Paarup Nielsen

This paper sets out to integrate research on knowledge management with the dynamic capabilities approach. This paper will add to the understanding of dynamic capabilities

9041

Abstract

Purpose

This paper sets out to integrate research on knowledge management with the dynamic capabilities approach. This paper will add to the understanding of dynamic capabilities by demonstrating that dynamic capabilities can be seen as composed of concrete and well‐known knowledge management activities.

Design/methodology/approach

This paper is based on a literature review focusing on key knowledge management processes and activities as well as the concept of dynamic capabilities, the paper connects these two approaches. The analysis is centered on knowledge management activities which then are compiled into dynamic capabilities.

Findings

In the paper eight knowledge management activities are identified; knowledge creation, acquisition, capture, assembly, sharing, integration, leverage, and exploitation. These activities are assembled into the three dynamic capabilities of knowledge development, knowledge (re)combination, and knowledge use. The dynamic capabilities and the associated knowledge management activities create flows to and from the firm's stock of knowledge and they support the creation and use of organizational capabilities.

Practical implications

The findings in the paper demonstrate that the somewhat elusive concept of dynamic capabilities can be untangled through the use of knowledge management activities. Practicing managers struggling with the operationalization of dynamic capabilities should instead focus on the contributing knowledge management activities in order to operationalize and utilize the concept of dynamic capabilities.

Originality/value

The paper demonstrates that the existing research on knowledge management can be a key contributor to increasing our understanding of dynamic capabilities. This finding is valuable for both researchers and practitioners.

Details

Journal of Knowledge Management, vol. 10 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 6 October 2020

Ramiz Qandah, Taghrid Saleh Suifan, Ra'ed Masa'deh and Bader Yousef Obeidat

The purpose of this research is to identify and clarify the important variables in knowledge management capabilities that affect product/service innovation in…

Abstract

Purpose

The purpose of this research is to identify and clarify the important variables in knowledge management capabilities that affect product/service innovation in entrepreneurial companies in Jordan.

Design/methodology/approach

A five-point Likert scale questionnaire was designed for measuring knowledge-based (infrastructural and dynamic) capabilities and product/service innovation in entrepreneurial companies in Jordan that specialized in information and communication technology. A questionnaire was distributed to 297 individuals in 40 companies, and only 202 questionnaires were completely filled and returned by the entrepreneurs at King Hussein Business Park and Al Hassan Business Park. Structural equation modeling was applied to statistically test the research hypotheses.

Findings

The research findings showed that knowledge-based infrastructural capabilities are a prerequisite for knowledge-based dynamic capabilities. On the other hand, knowledge combination capabilities have a statistically significant mediating effect between knowledge based infrastructural capabilities and product/service innovation.

Originality/value

This research contributes to the literature by studying and investigating the key variables in knowledge management that affect product/service innovation and by providing a comprehensive understanding of the knowledge management capabilities and innovation in entrepreneurial companies. This research provides academicians with a framework for better understanding of the different factors of knowledge management capabilities and how they affect product/service innovation.

Details

International Journal of Organizational Analysis, vol. 29 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 23 March 2020

Riccardo Rialti, Giacomo Marzi, Andrea Caputo and Kayode Abraham Mayah

This research unpacks the micro-mechanisms that exist between an organisation's ability to conduct big data analytics (BDA) and its achievement of strategic flexibility…

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Abstract

Purpose

This research unpacks the micro-mechanisms that exist between an organisation's ability to conduct big data analytics (BDA) and its achievement of strategic flexibility. Knowledge management capabilities and organisational ambidexterity have long been considered factors influencing the aforementioned relationship. In order to assess this, the authors build on dynamic capabilities as the main theoretical lens through which to examine.

Design/methodology/approach

Structural equation modelling (SEM) is the main methodological approach used in this research. A structural model was developed and tested based on 215 survey responses collected from managers of organisations in continental Europe.

Findings

The results indicate that BDA capabilities are a significant antecedent of an organisation's strategic flexibility. This relationship, however, is influenced by knowledge management capabilities and ambidexterity.

Practical implications

Managers wishing to properly exploit the potential of big data should invest in the elaboration of knowledge management processes across their organisation. This strategy can foster strategic flexibility.

Originality/value

Previous research has explored the theoretical links between big data, knowledge management and strategic flexibility. However, little attention has been paid to the quantitative investigation of the phenomenon.

Details

Management Decision, vol. 58 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 22 February 2011

Annette M. Mills and Trevor A. Smith

The purpose of this paper is to evaluate the impact of specific knowledge management resources (i.e. knowledge management enablers and processes) on organizational performance.

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Abstract

Purpose

The purpose of this paper is to evaluate the impact of specific knowledge management resources (i.e. knowledge management enablers and processes) on organizational performance.

Design/methodology/approach

The study uses survey data from 189 managers and structural equation modeling to assess the links between specific knowledge management resources and organizational performance.

Findings

The results show that some knowledge resources (e.g. organizational structure, knowledge application) are directly related to organizational performance, while others (e.g. technology, knowledge conversion), though important preconditions for knowledge management, are not directly related to organizational performance.

Research limitations/implications

The survey findings were based on a single dataset, so the same observations may not apply to other settings. The survey also did not provide in‐depth insight into the key capabilities of individual firms and the circumstances under which some resources are directly related to organizational performance.

Practical implications

The study provides evidence linking particular knowledge resources to organizational performance. Such insights can help firms better target their investments and enhance the success of their knowledge management initiatives.

Originality/value

Prior research often utilizes composite measures when examining the knowledge management‐organizational performance link. This bundling of the dimensions of knowledge management allows managers and researchers to focus on main effects but leaves little room for understanding how particular resources relate to organizational performance. This study addresses this gap by assessing the links between specific knowledge management resources and organizational performance. The results show that some resources are directly related to organizational performance, while others are not.

Details

Journal of Knowledge Management, vol. 15 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Book part
Publication date: 20 October 2015

Michael Preece

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge

Abstract

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78560-707-3

Keywords

Article
Publication date: 12 July 2021

Marisel Fernandez-Giordano, Mark Stevenson, Leopoldo Gutierrez and Javier Llorens-Montes

The purpose of this paper is twofold: first, to evaluate the roles of a transactive memory system and the supply network flexibility (SNF) of the firm as antecedents of a…

Abstract

Purpose

The purpose of this paper is twofold: first, to evaluate the roles of a transactive memory system and the supply network flexibility (SNF) of the firm as antecedents of a firm’s supply chain agility (FSCA), also incorporating the moderating role of the transactive memory system; and, second, to evaluate the relationship between FSCA and operations performance (OP).

Design/methodology/approach

Four hypothesized relationships are tested with survey data from 190 high-tech firms using structural equation models.

Findings

FSCA can be enhanced through the transactive memory system and SNF, although a higher degree of transactive memory system weakens the positive relationship between SNF and FSCA. A positive relationship is identified between FSCA and OP, while FSCA mediates the relationship between SNF and OP.

Practical implications

Managers can increase FSCA and improve OP by developing both the transactive memory system and SNF. Given that firms have limited resources, investment in internal capabilities should be prioritized as this appears to be more effective at developing FSCA.

Originality/value

The findings expand the literature by exploring two antecedents of FSCA and by analyzing the impact of FSCA on different measures of OP. Few prior studies have highlighted the importance of the transactive memory system to the operations function.

Details

Supply Chain Management: An International Journal, vol. 27 no. 5
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 26 June 2019

Anirban Ganguly, Asim Talukdar and Debdeep Chatterjee

Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain…

4692

Abstract

Purpose

Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive advantage. This paper aims to concentrate on the role of tacit knowledge sharing in fostering innovation capability of an organization. Specifically, the study considers social capital (relational, cognitive and structural) as an important precursors to tacit knowledge sharing, which in turn, influences innovation capability of an organization. The study further discusses the role that knowledge reciprocation plays in successful tacit knowledge sharing. The relation between knowledge quality and innovation capability is also discussed in the paper.

Design/methodology/approach

The investigation started with a review of extant literature in the field of knowledge sharing and innovation to derive a set of constructs. A set of hypotheses was developed based on the identified constructs, which was subsequently validated through a primary survey based on a structured questionnaire on a sample size of 190 respondents from the Indian industrial domain. The survey responses were subsequently analysed using the statistical technique of structural equation modeling and conclusions were drawn from the findings. Additionally, careful attention was paid in eliminating the common method bias, which is often associated with a primary survey.

Findings

A set of six hypotheses were derived based on the identified constructs and were subsequently validated. While validating the hypotheses, it was observed that while knowledge reciprocity, relational social capital and cognitive social capital was positive associated with tacit knowledge sharing, structural social capital did not have a significant effect on the same. Additionally, it was also observed that both tacit knowledge sharing and the quality of knowledge were positively associated with innovation capability.

Practical implications

The present day business marked by intense competition requires firms to be more aware of their innovative capabilities. Effective sharing of knowledge or information can be deemed as a vital component in achieving this objective. Organizations that practice and nurture innovation activities can use the findings of the current study as a part of their knowledge management strategy. In addition to using the explicit knowledge, which are structured in nature, organizations can also start using tacit knowledge to harness their innovation potential – and the findings from the current study can act as a motivational tool for them to do so.

Originality/value

Although there is a growing body of literature concerning the role of knowledge management in innovation, there still a dearth in discussing the role of tacit knowledge sharing in exploiting the innovation capability of an organization. The main discussion of this paper brings together a set of important constructs that exhibits the significant role that tacit knowledge sharing plays in determining the innovation capability of an organization. Furthermore, it tries to marry the concepts of social capital and tacit knowledge sharing with innovation capability, therefore adding significantly to the body of literature in knowledge management as well as innovation.

Details

Journal of Knowledge Management, vol. 23 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

1 – 10 of over 81000