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Abstract

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

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Abstract

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

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Article
Publication date: 15 August 2008

Ingi Runar Edvardsson

This paper sets out, first, to integrate HR strategies into knowledge management (KM) systems; second, to examine the type of HR strategies to be pursued and third, it…

Abstract

Purpose

This paper sets out, first, to integrate HR strategies into knowledge management (KM) systems; second, to examine the type of HR strategies to be pursued and third, it looks at the probable behaviour effects of such a strategy in the creation, distribution and use of knowledge.

Design/methodology/approach

The paper discusses recent literature on the link between KM and human resource management (HRM).

Findings

The HRM strategy and the general strategy of a firm make up the general KM strategies. Two were identified in this paper: exploitative strategy and explorative strategy. Both strategies have behaviour effects, which have some impact on the KM process. Thus, the exploitative strategy will put greater emphasis on knowledge storage, technical skills, as well as distributing explicit knowledge via IT solutions. This increases the risk that firms adopting such strategy will be locked into past design and to be unable to reach for future applications. Explorative strategy places greater weight on knowledge creation, as well as on human interaction to transfer tacit knowledge and use knowledge to increase innovation and new learning. Firms adopting such strategy tend to lack structure and processes to utilise the innovations into competitive advantages.

Research limitations/implications

The analysis of the paper is based on literature review, therefore the concepts developed in the paper need empirical testing.

Originality/value

This paper attempts to integrate HRM into KM systems.

Details

Employee Relations, vol. 30 no. 5
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 28 March 2008

Jamaliah Abdul Hamid

To examine the knowledge strategies of school administrators and teachers in schools to acquire and use information for decision making in various areas of school development.

Abstract

Purpose

To examine the knowledge strategies of school administrators and teachers in schools to acquire and use information for decision making in various areas of school development.

Design/methodology/approach

Quantitative correlational research design using survey questionnaire as the main instrument for data collection. The respondents were from 40 schools, and involved random selection of 282 school administrators and 500 teachers. The research was conducted using a 23 item questionnaire.

Findings

Personal knowledge strategies of school administrators and teachers are highly correlated to the perception of positive knowledge management environments in their schools (r = 0.57, p < 0.001); the quality of data kept within schools (r = 0.63 p < 0.001); and the extent decision making in schools was information‐driven. Personal strategies also tend to influence the knowledge culture within schools. Personal strategies can maneuver the way people seek and tolerate new knowledge, and how ideas are valued and used. Higher levels of personal knowledge strategies will also likely result in a stronger belief in the quality process of decision making in schools.

Research limitations/implications

The knowledge strategies is not an exhaustive list.

Practical implications

School leaders need to cultivate competent knowledge strategies amongst their staff members to consolidate the knowledge culture in schools.

Originality/value

This paper identifies the need to actively create a school environment that enables teachers to actively and intensively utilize the information to create new knowledge and enhance the knowledge and information culture in their schools.

Details

International Journal of Educational Management, vol. 22 no. 3
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 17 November 2014

Joseph Bashouri and Glen William Duncan

The purpose of this paper is to assess the importance of knowledge and its management in the creative professional service firm (PSF). The other purpose is to explore the…

Abstract

Purpose

The purpose of this paper is to assess the importance of knowledge and its management in the creative professional service firm (PSF). The other purpose is to explore the role of communities of practice (CoPs) in knowledge management (KM) strategies.

Design/methodology/approach

A single-case study approach was adopted with five open-ended semi-structured interviews conducted with middle and senior management having mainly an architectural background. The data were complemented with participant observation and reflection on experience together with conversations with work colleagues.

Findings

The findings suggest that having an appropriately balanced strategy of personalisation/codification of knowledge through CoPs contributes to the competitiveness of the firm.

Research limitations/implications

The paper provides a useful exploration of KM in creative PSFs, but the results may lack generalizability because of the small scale and qualitative nature of the research. The research is limited to one firm in one country. Future research is needed to test the findings in other creative PSFs and in other countries.

Practical implications

The paper provides guidance to managers in creative PSFs on the need for positioning CoPs at the heart of the firm’s KM strategies.

Originality/value

The paper tests a theoretical framework on how to link strategy with KM strategy in creative PSFs.

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Article
Publication date: 25 March 2021

Leonardo Augusto de Vasconcelos Gomes, Aline Mariane de Faria, Felipe Mendes Borini, Ximena Alejandra Flechas Chaparro, Matheus Graciani dos Santos and Guilherme Soares Gurgel Amaral

Accessing and sharing dispersed knowledge in ecosystems is neither easy nor automatic. In ecosystems, focal firms should purposely create the right conditions and act to…

Abstract

Purpose

Accessing and sharing dispersed knowledge in ecosystems is neither easy nor automatic. In ecosystems, focal firms should purposely create the right conditions and act to deal with dispersed knowledge. This study aims to investigate how focal firms manage dispersed knowledge in ecosystems characterized by a set of autonomous, heterogeneous, yet interdependent actors involved in experimentation under uncertainty.

Design/methodology/approach

Following a conceptual framework based on preceding literature, this study conducted a broad qualitative case study of 6 firms and 12 projects, with 43 semi-structured interviews to identify the patterns of actions associated with dispersed knowledge management (KM) in ecosystems. This paper combines coding and multiple case comparisons to examine the processes and strategies used by the firms to strategically manage dispersed knowledge in ecosystems.

Findings

This paper proposes a framework that articulates a new type of orchestration (dispersed knowledge orchestration) and offers a new set of dispersed knowledge strategies (transfer, modularity and circular) for ecosystems.

Practical implications

Innovation and knowledge managers play the roles of dispersed knowledge orchestrators. The study offers guidance on how focal firms should carefully use a particular set of approaches (e.g. integrative theorization) including a portfolio of dispersed knowledge strategies in ecosystems.

Originality/value

Current literature on KM and ecosystem management offers a limited understanding of how organizations manage dispersed knowledge in ecosystems. The research provides three major original contributions. First, the framework contributes to broadening the current understanding of ecosystem orchestration by identifying the micro-foundations of dispersed knowledge orchestration: integrative theorization, nurturing distributed sensemaking and a new chapter for ecosystem governance (i.e. dispersed knowledge governance). Moreover, the framework proposes a new type of strategy, the dispersed knowledge strategy. Finally, by exploring the interplay between the micro-foundations of dispersed knowledge orchestration and dispersed knowledge strategy, the results contribute to a multi-level approach in the field.

Details

Journal of Knowledge Management, vol. 25 no. 4
Type: Research Article
ISSN: 1367-3270

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Abstract

Details

Assessment Strategies for Knowledge Organizations
Type: Book
ISBN: 978-1-83867-610-0

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Abstract

Details

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

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Abstract

Details

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

To view the access options for this content please click here
Article
Publication date: 27 April 2020

Rohana Ngah and Kuan Yew Wong

This paper aims to study the effect of knowledge management in formulating competitive strategies for knowledge-based small- and medium-sized enterprises (SMEs) in Malaysia.

Abstract

Purpose

This paper aims to study the effect of knowledge management in formulating competitive strategies for knowledge-based small- and medium-sized enterprises (SMEs) in Malaysia.

Design/methodology/approach

A quantitative approach of a survey was carried out on 135 owners and managers of knowledge-based SMEs in Malaysia. Structural equation modeling technique was used to investigate the relationship between knowledge management and competitive strategies. SmartPLS software is used to analyze the quantitative data. Only SMEs which are involved in R&D and innovation were selected to get the right respondents who meet the objective of the study.

Findings

The findings show mixed results. Most dimensions of knowledge management have significant relationships to differentiation strategy except for knowledge creation and knowledge acquisition, with only knowledge acquisition showing a significant relationship to cost leadership. Findings reveal that knowledge management has a positive effect on competitive strategies with more inclination toward differentiation strategy, compared to cost leadership strategy which does synchronize with their commitment in research and development and innovation.

Research limitations/implications

This study is only focused on knowledge-based SMEs in central Malaysia. Second, the use of a survey approach minimized the flow of information.

Practical implications

SMEs do have knowledge management practices but may not be exploiting it well. Mapping knowledge management practices would help SMEs identify their strengths and weaknesses to explore better business opportunities. This proves that SMEs are leveraging their resources through knowledge application, dissemination, storage and protection to be different than their competitors. However, their apparent lack of knowledge in knowledge acquisition and knowledge creation should be addressed accordingly, as it is important for their future continuous sustainability.

Originality/value

This paper contributes to the literature of knowledge management relating to competitive strategies in SMEs. The study offers insights on how competitive strategies were formulated through knowledge management. The mixed results reveal a new different outlook of knowledge management relating to competitive strategies.

Details

The Bottom Line, vol. 33 no. 1
Type: Research Article
ISSN: 0888-045X

Keywords

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