Search results

1 – 10 of over 150000
Click here to view access options

Abstract

Details

Translating Knowledge Management Visions into Strategies
Type: Book
ISBN: 978-1-78973-763-9

Abstract

Details

Translating Knowledge Management Visions into Strategies
Type: Book
ISBN: 978-1-78973-763-9

Click here to view access options
Article
Publication date: 23 September 2021

Shafique Ur Rehman, Stefano Bresciani, Khurram Ashfaq and Gazi Mahabubul Alam

This study aims to examine the influence of intellectual capital and knowledge management on competitive advantage with the mediation role of innovativeness in the…

Abstract

Purpose

This study aims to examine the influence of intellectual capital and knowledge management on competitive advantage with the mediation role of innovativeness in the Pakistan manufacturing industry. Moreover, differentiation strategy is used as a moderator between innovativeness and competitive advantage.

Design/methodology/approach

The data was collected from 387 manufacturing firms in Pakistan through questionnaires. Purposive random sampling was used to collect data. The partial least square structural equation modeling (PLS-SEM) method is used to test the proposed hypotheses. This study followed multiple regression analyses to see the influence of intellectual capital, knowledge management, innovativeness and differentiation strategy on competitive advantage.

Findings

The results elucidate that intellectual capital and knowledge management significantly determines innovativeness and competitive advantage. Moreover, innovativeness significantly mediates between intellectual capital, knowledge management and competitive advantage. Besides, innovativeness significantly determines competitive advantage. Business strategies significantly lead to competitive advantage. Finally, business strategies significantly moderate between innovativeness and competitive advantage.

Practical implications

The research highlight an important issue that how manufacturing sector management uses intellectual capital, knowledge management, innovativeness and business strategies in determining competitive advantage. Besides, it covers the gap and assists the management of the manufacturing sector to focus on exogenous constructs to examine competitive advantage.

Originality/value

This study adds value to the body of knowledge by focusing on predictors that impact competitive advantage. This initial study determines intellectual capital and knowledge management influence on competitive advantage and innovativeness as a mediator by using resource orchestration theory. Moreover, differentiation strategy is used as moderating variable between innovativeness and competitive advantage. The managers, students and researchers can obtain benefits from this study.

Details

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

Keywords

Click here to view access options
Book part
Publication date: 7 October 2015

Azizah Ahmad

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive…

Abstract

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78441-764-2

Keywords

Click here to view access options
Article
Publication date: 1 July 2020

Alexeis Garcia-Perez, Alessandro Ghio, Zeila Occhipinti and Roberto Verona

This paper provides a conceptual discussion of the bidirectional relationship between knowledge management (KM) and intellectual capital (IC) in a specific subset of…

Abstract

Purpose

This paper provides a conceptual discussion of the bidirectional relationship between knowledge management (KM) and intellectual capital (IC) in a specific subset of knowledge-based organisations, i.e. professional sport organisations. Through the review and conceptual discussion of two relevant research themes, i.e. KM strategies for IC value creation and IC codification, this paper aims to highlight research gaps useful to future research.

Design/methodology/approach

The authors apply a systematic literature review method to analyse 66 management and accounting studies on KM and IC in sport organisations. Internal and external validity tests support the methodology adopted.

Findings

The authors provide a conceptual model to explain how KM strategies about IC investments can be optimal, i.e. they create value for all the stakeholders but also suboptimal, i.e. they create value only for a group of stakeholders. Next, they provide evidence of the opportunistic use of the codification associated with IC investments that impair financial reporting information transparency and mislead managers and investors.

Practical implications

The results are informative for managers, regulators and policymakers to mitigate the inefficiencies regarding KM and IC codification and decisions.

Originality/value

This study contributes to the understanding of the bidirectional relationship between KM and IC in knowledge-based organisations by focussing on professional sport organisations in which KM and IC have played an important role for a long time. It also includes future avenues for advances in managing, measuring and reporting IC.

Click here to view access options
Article
Publication date: 9 November 2015

Harri Laihonen, Antti Lönnqvist and Juha Metsälä

The purpose of this paper is to elaborate the connections between an organization’s knowledge management and growth management strategies. The study shows how knowledge

Downloads
1575

Abstract

Purpose

The purpose of this paper is to elaborate the connections between an organization’s knowledge management and growth management strategies. The study shows how knowledge management can support organizations’ growth objectives.

Design/methodology/approach

The paper first connects the literature streams of growth management and knowledge management. This conceptual understanding about growth-oriented knowledge management is then advanced through an exploratory case study of a company aiming at rapid growth in the construction industry.

Findings

The paper recognizes two knowledge perspectives to growth management. First, the perspective of knowledge assets concerns whether an organization has the needed knowledge resources to enable growth. Second, to make informed decisions, the management needs relevant and up-to-date information. From these viewpoints, the paper derives the case-specific cornerstones of growth-oriented knowledge management and suggests some paths forward in terms of future research.

Practical implications

Although growth strategy defines an organization’s growth aims and clarifies how the intended growth will be attained, knowledge strategy takes a stand on the needed knowledge assets and paints a path from the existing knowledge base to a state where organization’s knowledge assets enable reaching of its business goals. The paper helps practitioners to plan growth-oriented knowledge management strategies.

Originality/value

The paper contributes by extending the analysis of knowledge strategy to growth management and by providing a practical illustration of the development process where knowledge was put into prime focus of organization’s growth strategy. The paper also provides original data and perspective to the roles and interaction of the board and the management team in the case of growth management.

Details

VINE, vol. 45 no. 4
Type: Research Article
ISSN: 0305-5728

Keywords

Click here to view access options
Article
Publication date: 29 August 2019

Made Andriani, T.M.A. Ari Samadhi, Joko Siswanto and Kadarsah Suryadi

The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business…

Downloads
1894

Abstract

Purpose

The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution.

Design/methodology/approach

This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents.

Findings

Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level.

Research limitations/implications

Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes.

Practical implications

Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth.

Originality/value

The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.

Details

Business Process Management Journal, vol. 25 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

Click here to view access options
Article
Publication date: 19 September 2016

Zhining Wang, Nianxin Wang, Jinwei Cao and Xinfeng Ye

The purpose of this paper is to focus on the fit between intellectual capital (IC) and knowledge management (KM) strategy and its impacts on firm performance.

Downloads
3113

Abstract

Purpose

The purpose of this paper is to focus on the fit between intellectual capital (IC) and knowledge management (KM) strategy and its impacts on firm performance.

Design/methodology/approach

Based on the fit view, the authors posit that firms can enhance performance by aligning the structure of their IC with KM strategy, as reducing the extent to which their actual IC profile deviate from the “ideal” profile when implementing certain type of KM strategy. Using survey data collected from 328 high technology firms in China, the authors tested the research model.

Findings

The more fit a firm’s IC is to its KM strategic type, the better operational and financial performance it can achieve.

Research limitations/implications

The sample of high technology firms in China might limit the generalization of the findings. Nonetheless, this study is based on and extends prior research, which provides a deepened understanding of the role of IC-KM strategy fit in organizational settings.

Practical implications

The paper suggests that firms should adjust their IC according to KM strategy they employ. According to the findings, managers can selectively develop IC to achieve performance goals under certain type of KM strategy.

Originality/value

As one of the first studies to investigate the relationship among IC, KM strategy and firm performance in a holistic way, it indicates that the IC-KM strategy fit can be a novel explanation for performance variances through the alignment of knowledge-based capability and strategy.

Details

Management Decision, vol. 54 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Click here to view access options
Article
Publication date: 30 October 2007

Martina E. Greiner, Tilo Böhmann and Helmut Krcmar

The purpose of this paper is to study the influence of organizational environment on the selection of knowledge management strategies. The paper focuses particularly on

Downloads
17900

Abstract

Purpose

The purpose of this paper is to study the influence of organizational environment on the selection of knowledge management strategies. The paper focuses particularly on the relationship between business and knowledge management strategy and the success of the knowledge management initiatives.

Design/methodology/approach

This paper is a case study researching 11 German and Swiss companies. The knowledge management initiatives were categorized by six criteria (objectives, processes, problems, content, strategy, knowledge type) and their fit with the respective business strategy of the organizational unit was evaluated.

Findings

The findings in this paper suggest a relationship between the success of knowledge management and the alignment of knowledge management and business strategy. The paper also shows that an organization whose business strategy requires process efficiency should rely primarily on a codification strategy. An organization whose business strategy requires product/process innovation should rely primarily on a personalization strategy. The most successful knowledge management projects were driven by a strong business need and with the goal to add value to the organizational unit operations.

Research limitations/implications

The paper shows there are limitations due to the qualitative nature of the research: logical rather than statistical conclusions, small sample size, and subjectivity of interpretations.

Practical implications

The paper sees that a manager should be aware of the objectives and business processes of the organizational unit and chooses the knowledge management strategy and objective in accordance to the business strategy and objective.

Originality/value

The paper enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.

Details

Journal of Knowledge Management, vol. 11 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Click here to view access options
Article
Publication date: 1 August 2002

Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their…

Downloads
36522

Abstract

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Details

Management Research News, vol. 25 no. 8/9/10
Type: Research Article
ISSN: 0140-9174

Keywords

1 – 10 of over 150000