A knowledge management approach to organizational competitive advantage: Evidence from the food sector

Massa, Silvia; Testa, Stefania

doi:10.1016/j.emj.2008.06.005

Cited by 152 publications

(103 citation statements)

References 39 publications

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“…In contrast, the personalisation ('soft') focuses on the transfer of knowledge through face-to-face social interaction activities such as communities of practice and story-telling (Shin, 2004). This approach adopts a 'person-toperson' strategy aimed at sharing knowledge and nurturing innovation, and so is seen as the more suitable for the dissemination of TK (Massa and Testa, 2009). In this approach, moderate investment is made in IT as its function is only to connect people, and more investment is made in recruiting highly qualified human resources and rewarding them for sharing their knowledge (Hansen et al, 1999).…”

Section: Knowledge Management Systemsmentioning

confidence: 99%

“…A Knowledge Management System (KMS) is a managerial, technical and organisational system structured to support the implementation of KM within an organisation (Massa and Testa, 2009). The literature has identified three approaches to designing a KMS: codification, personalisation, people-finder, in addition to a hybrid approach.…”

Section: Knowledge Management Systemsmentioning

confidence: 99%

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Knowledge management and measurement: a critical review

Ragab

Arisha

2013

J of Knowledge Management

186

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Purpose – Knowledge is the currency of the current economy, a vital organisational asset and a key to creating a sustainable competitive advantage. The consequent interest in knowledge management (KM) has spurred an exponential increase in publications covering a broad spectrum of diverse and overlapping research areas. The purpose of this paper is to provide a literature review and categorised analysis of the rapidly growing number of KM publications, and offer a comprehensive reference for new-comers embarking on research in the field with a particular focus on the area of knowledge measurement. Design/methodology/approach – A total of 350 articles published in peer-reviewed journals over the last decade are carefully reviewed, analysed and categorised according to their specific subject matter in the KM context. Findings – KM research tends to fall in one of five categories: Ontology of Knowledge and KM, Knowledge Management Systems, Role of Information Technology, Managerial and Social issues, and Knowledge Measurement. Despite the accumulation of extensive publication efforts in some areas, a series of disagreements and a theory-practice gap are revealed as challenging issues that need to be addressed. Research limitations/implications – The scope of this study does not cover KM research in its entirety due to the vast nature of the research field. Originality/value – This paper presents a new birds-eye view of the KM landscape through a novel taxonomy of KM research providing researchers with new insights for future applied research, and offers a comprehensive critical review of major knowledge measurement frameworks.

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Section: Knowledge Management Systemsmentioning

confidence: 99%

Section: Knowledge Management Systemsmentioning

confidence: 99%

Knowledge management and measurement: a critical review

Ragab

Arisha

2013

J of Knowledge Management

186

View full text Add to dashboard Cite

show abstract

“…In contrast to internal knowledge creation, knowledge acquisition involves the search for, recognition of, and assimilation of potentially valuable knowledge, often from outside the organization (King, Chung & Honey, 2008). It is worth noting that the effective acquisition of knowledge from external sources depends on the ability of the firm to recognize the value of new external information, assimilate it and apply it to commercial ends (Massa & Testa, 2009). After new knowledge is created or acquired, KM mechanisms should be in place to prepare it to be entered into the organization's memory and for maximal long-term reusability.…”

Section: Fig 1 Characteristics Of Explicit and Implicit Knowledgementioning

confidence: 99%

“…After new knowledge is created or acquired, KM mechanisms should be in place to prepare it to be entered into the organization's memory and for maximal long-term reusability. Knowledge storage refers to the processes of knowledge structuring and storing that make it more formalized and accessible (Massa & Testa, 2009). The knowledge in order to have a wide organizational impact, it usually must be either transferred or shared.…”

Section: Fig 1 Characteristics Of Explicit and Implicit Knowledgementioning

confidence: 99%

Facilitating knowledge management strategies through IT and HRM

2010

CBR

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Abstract:In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the main distinguishing factor of business success, and it is seen as the foundation of organization's innovation. The emergence of knowledge-intensive society has changed the nature of business competition. Hence knowledge needs to be appropriately managed. Knowledge Management (KM) focuses on managing different knowledge processes such as acquiring, creating, storing, sharing, transferring and applying implicit and explicit knowledge with objective of product and process innovation, performance development and sustainable competitive advantage. This paper tries to demonstrate KM lead to promotion of innovation and performance when it is correctly supported by human resource management (HRM) and information technology (IT). The questions we will try to investigate in this paper are: How knowledge in organizations can be managed? What is the connection between HRM, IT and effective implementation knowledge management strategies and how these relationships affect on organizational goals? For this means, this study first states the importance of knowledge, KM process and introduces two strategies for managing knowledge (exploitative and explorative strategy). Next, it demonstrates each strategy requires to desired facilitator to support them in action. Finally, with presenting of model, this study concludes that each one of strategy can cover some KM process. Hence for the effective implementation of knowledge management process, organizations have to utilize both strategies.

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“…This Knowledge has been recognized as an important source of competitive advantage and value creation [19,24], as an indispensable ingredient for the development of dynamic core competencies and, more generally, as a determinant factor for firms with global ambitions. Moreover, knowledge that firms acquire is a dynamic resource that needs to be nourished and managed carefully.…”

Section: Introductionmentioning

confidence: 99%

Economics of Strategic Knowledge Management: A New Model for Assessment

Safari¹

2011

IJTEF

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Abstract-The increased prominence of knowledge related economics from the beginning of the 1990,s have coexisted with the development of the new view on business strategy that emphasizes resource efficiency rather than the generally accepted competitive forces. Organizations are implementing knowledge management (KM) systems with the assumption that the result will be an increase in organizational effectiveness, efficiency, and competitiveness. Practices of knowledge management are context-specific and they can influence organizational effectiveness. Using the lessons learned from early adopters, many organizations have effectively provided their employees with the tools they need for managing and sharing knowledge. In the e-economy era, for achieve and sustain the competitive advantage, the implementation of strategic knowledge management (SKM) is undeniable. Through knowledge driven reconfiguration, integration and innovation of organizational competencies, are gained. And consequently knowledge oriented organizational subsystems, provide the basis for strategic knowledge management enabling competencies to combine their knowledge on markets and products to gain sustainable competitive advantage. In this paper a framework for the evaluating the knowledge management implementation from the economic perspective will presented. For meet this purpose data was gathered from the experts of the field. In this paper, after literature review for the SKM and economic perspective of SKM, by means of a standard questionnaire required data was gathered from the experts in both academician and professional section of the field. After analysis the data the main economic factors affecting the SKM implementation in the financial services with focus on banking sector, will recognized and presented. In the final part of the paper applied and theatrical recommendations will presented.

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A knowledge management approach to organizational competitive advantage: Evidence from the food sector

Cited by 152 publications

References 39 publications

Knowledge management and measurement: a critical review

Knowledge management and measurement: a critical review

Facilitating knowledge management strategies through IT and HRM

Economics of Strategic Knowledge Management: A New Model for Assessment

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