Enterprise knowledge management model (EKMM) in strategic enterprise resource management (SERM)

Öztemel, Ercan; Arslankaya, Seher; Polat, Tülay Korkusuz

doi:10.1016/j.sbspro.2011.09.134

Cited by 13 publications

(9 citation statements)

References 10 publications

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“…An organization aligns its knowledge management function and strategy with its vision and mission. Thus in this way both drive each other (Liebowitz, 2001;Akhter, 2003;Snyman& Kruger, 2004;Halawi, McCarthy, & Aronson, 2006;Oztemel, Arslankaya, & KorkusuzPolat, 2011). This is also referred in case of competitive intelligence which drives mission of the organization and vice versa.…”

Section: Strategic Planning/strategy Formulation: I) Developing or Upmentioning

confidence: 93%

“…An organization aligns its knowledge management function and strategy with its vision and mission. Thus, in this way, both drive each other (Liebowitz, 2001;Akhter, 2003;Snyman and Kruger, 2004;Halawi et al 2006;Oztemel et al, 2011). This is also referred in case of competitive intelligence, which drives the mission of the organization and vice versa, because the focus, analysis and communication of competitive intelligence are dependent on mission and vice versa (Bose, 2008;Calof and Wright, 2008;Nasri, 2012;Tanascovici and Hagiu, 2013;Sun and Wang, 2015).…”

Section: Strategic Planning/strategy Formulation Developing or Updating Mission Statementsmentioning

confidence: 96%

“…This can make it enable to identify the changes necessary to improve the performance of functions including these two for next strategic management process (Oztemel, Arslankaya, & KorkusuzPolat, 2011) …”

Section: Strategy Evaluationmentioning

confidence: 99%

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Strategic management model with lens of knowledge management and competitive intelligence

Shujahat

Hussain

Javed

et al. 2017

VJIKMS

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Purpose:First purpose of this study is to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Second purpose is to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Methodology/Design/Approach: A systematic literature review was performed within timeframe of 2000 to 2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings:A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision making leading to competitive advantage. Research Limitations:Learning curve of knowledge management and competitive intelligence and being limited to use of Fred David model are among key limitations. Practical Implications: Experts of knowledge management, competitive intelligence, and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function as well as competitive intelligence to support the strategy formulation, implementation and evaluation. Social Implications: Readers can take a view that how they can manage their knowledge and information resources from a strategic perspective? Originality/Value:. This study proposes a strategic management model with lens of knowledge management and competitive intelligence. Model discusses the ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

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Section: Strategic Planning/strategy Formulation: I) Developing or Upmentioning

confidence: 93%

Section: Strategic Planning/strategy Formulation Developing or Updating Mission Statementsmentioning

confidence: 96%

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Strategic management model with lens of knowledge management and competitive intelligence

Shujahat

Hussain

Javed

et al. 2017

VJIKMS

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“…. Due to changes in the external environment of enterprises, enterprise management innovation in the big data environment is fundamentally different from traditional enterprise management [2].The development trend of big data application is as follows.…”

Section: Comparison Of Enterprise Management Model Innovation Under Tmentioning

confidence: 99%

Research on the Transformation of Traditional Enterprise Management Model in Big Data Era

Duan¹

2018

Proceedings of the 4th Workshop on Advanced Research and Technology in Industry (WARTIA 2018)

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At present, the economic development of countries is relatively rapid. Various data play a very important role in the daily operation of the company. The rapid development of the economy has brought us into the era of big data. The arrival of the era of big data has brought tremendous impact to the operation of traditional business models. A large amount of data makes traditional data collection methods not enough for the current needs of enterprises, and a large amount of data is more efficient and reasonable. This paper first introduces the background of big data, gives the related concepts of big data, and combines the characteristics of current enterprises in China, and focuses on the enterprise management innovation model based on big data, and explores the transformation mode of enterprise management.

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“…Enterprise resource planning (ERP) is one of the most important issues, which could create improvement on organizational efficiency (Oztemel et al, 2011;Azevedo et al, 2012). However, many ERP implementations may fail because of lack of support from human resources within organizations.…”

Section: Introductionmentioning

confidence: 99%

An investigation of the role of human resource management on enterprise resource planning

Bandad¹,

Hozouri²

2014

10.5267/j.uscm

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This paper presents an investigation on the role of human resource management on enterprise resource planning in one of higher educational systems in city of Tehran, Iran. The proposed study designs a questionnaire in Likert scale consists of 30 questions, distributes it among some Iranian experts and analyzes it based on principal component analysis. During the survey, the number of questions is reduced to 20. Cronbach alpha is calculated as 0.86 and Kaiser-Meyer-Olkin Measure of Sampling Adequacy and Approx. Chi-Square are 0.716 and 1169, respectively. Based on the results of our survey, we have derived five factors including environment analysis, infrastructure components, managerial decisions, integrated information systems and control components.

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Enterprise knowledge management model (EKMM) in strategic enterprise resource management (SERM)

Cited by 13 publications

References 10 publications

Strategic management model with lens of knowledge management and competitive intelligence

Strategic management model with lens of knowledge management and competitive intelligence

Research on the Transformation of Traditional Enterprise Management Model in Big Data Era

An investigation of the role of human resource management on enterprise resource planning

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