Knowledge evolution strategies and organizational performance: A strategic fit analysis (original) (raw)
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Employees working for knowledge management change traditional concept of labor and become an important activator of organizational value. Therefore, in the age of technology, organizations started to give importance to "knowledge management" to reach their performance targets. Knowledge management plays a key role in organizations' accumulation of intangible assets and the organizations use information resources of social networks to maintain their competitive advantage and increase their level of competitiveness. Knowledge management is an important intangible asset for the organizations. Therefore, it is necessary to examine how the information and knowledge management affect organizational performance, and what are the best strategies to achieve good impact. The path to successful strategy and innovation goes through well-implemented knowledge management.
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The objective of article is to provide important empirical evidence to support the role of individual knowledge management processes and separate innovation types within firms. Specifically, knowledge acquisition and knowledge application are analyzed and empirically tested in relation to product and process innovation as well as business performance. The results support the direct impact of product and process innovation on business performance. In addition, the results show the indirect effect of knowledge acquisition and knowledge application on firm business performance through product and process innovation. Although KM represents a complex concept of knowledge management in a firm and can contain more processes, this article confirms that KM processes individually contribute to the innovation and indirectly on business performance. Besides, it confirms mediating effect of innovation between both knowledge acquisition and knowledge application and organizational business perfor...
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Rapid developments in information technology supporting the leveraging of knowledge inter, and intra organisationally, are resulting in a number of emergent business strategies. This paper explores, from a knowledge management perspective, how information technology is making a differential strategic contribution to selected organisations. Emergent strategies are categorised as Knowledge Replication, Knowledge Diffusion/ Leveragability, Knowledge Innovation, Knowledge Giveaway, and Knowledge Commercialisation. The paper discusses the advantages and potential limitations of each one of the suggested business strategy types, and develops recommendations on how other organisations might seek to additionally capitalise on their corporate knowledge.
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The development of a system of industrial and organizational relations based on the use of digital technologies is an important task of modern enterprises. Management of organizational knowledge of the company is aimed at the creation and introduction of new products sold in the digital economy of the country. The article presents a scheme for the transformation of knowledge with the establishment of stages of the circuit from creating an idea to its commercialization in the market. The process of transforming organizational knowledge involves changing the type of knowledge along a chain from personal to codified and competence-based to materialized. The author's scheme substantiates the key stages necessary for the most effective management of the turnover of organizational knowledge and the creation of innovations in the enterprise. The knowledge transformation scheme was the basis for the development of an organizational knowledge management algorithm. The presented knowledge management algorithm includes the creation, evaluation, adaptation, testing in practice of new/improved knowledge. The introduction of the HADIcycle at the stage of testing a new/improved knowledge in the practice of the enterprise improves the efficiency of the preparation of the finished intellectual product. Evaluation of the effectiveness of innovative projects themselves as a result of the creation of new knowledge is not the aim of the study.
Could knowledge management provide an organization with a competitive advantage
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Knowledge management is often falsely regarded as synonymous with information management. Knowledge Management (KM) is actually formalizing the management of an enterprise's intellectual assets. Designing a Knowledge Management System should ascertain the alignment of business performance outcomes with continuously changing dynamics in a business environment.
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In an increasingly globalized and hyper connected business environment, using knowledge strategically is often critical for competitive performance. This article is motivated to illuminate the notion of strategic knowledge management (SKM) in organizations. In this regard, executives need to develop an informed understanding of what types of organizational knowledge (and how much) can be 'structured' and/or allowed to 'proliferate' in order to sustain both work productivity and innovation capacity toward a harmonious conceptualization of strategic knowledge in their organizations. This conceptual paper is based on analysing certain exemplars of why organizations need to put greater emphasis on the equivalence between codification and personalization in the context of strategic knowledge management. Our explanations on managing strategic knowledge through different examples provide insights and pitfalls that organizations must be aware of and are as follows. Firstly, we argue that an exclusive emphasis on codification or personalization runs the risk of 'knowledge structuration' or 'knowledge prolifera-tion' respectively in an organization's strategic knowledge management. Secondly, executives should continuously realize the need to emphasize on equivalence (or congruence) between codification and personalization aspects of SKM in order to keep enduring work productivity and innovation capacity in organizations. Thirdly, we argue that SKM initiatives that prodigiously focus on either codification or personalization can lead to pitfalls despite plenty of managerial interventions. We further believe that our proposed ideas will be worthwhile considerations for executives/leaders responsible for strategy, IT and innovation divisions of the organization to determine whether its organization's knowledge engine is running smoothly, and if not, where to direct their energy to yield long term and robust outcomes.
Information Technologies, Knowledge Ecology, and Firm Performance: An Exploratory Study
Knowledge has been considered an important asset for an organization to gain competitive advantages. Research on knowledge management processes and development of knowledge management systems has gained much attention recently. In this study, an ecological view of knowledge management is proposed to integrate the role of information technology, knowledge management, and their impact on firm performance. In this perspective, we focus on the harmonious balance of different types of knowledge that exist in an organization. The strength and diversity of knowledge in the ecology is assumed to determine the performance of an organization. Information technologies provide the infrastructure that allows different knowledge to interact and create synergy. An empirical study was performed to investigate whether (1) the use of information technologies affects the strength and diversity of organizational knowledge, and (2) the strength and diversity of knowledge affect the performance level and...
Administrative Sciences
In recent years, the knowledge management approach of the firm has emerged as the central theoretical perspective intended to address the question of adaptation to technological change. As for theoretical and practical implications, we proposed a comprehensive model that provides an integrative outlook on how the relationships between digitalization and knowledge management strategy predetermine the business results of the firm. To this purpose, we empirically analyzed the effect of digitalization on knowledge management, and how this contributes to the improvement of the company’s results in the IT, technology, consulting, and programming sectors by testing the hypotheses through the Partial Least Squares (PLS) approach to Structural Equation Modeling (SEM). A group of 620 companies was targeted for collecting the data by quantitative means of analysis—a questionnaire. The final sample was composed of 78 companies, which corresponds to 12.58% (response rate). The research findings ...