Opportunities for research about managing the knowledge‐based enterprise

Abstract

Potentially valuable directions for new research into the management of knowledge-based enterprises are identified in this paper. This was done by reviewing relevant literature to develop research questions, using a model of knowledge-based capabilities to focus the review. The model highlights six knowledge capabilities: acquisition, creation, capture, storage, diffusion and transfer. A knowledge-based enterprise would have to engage in (if not excel at) these activities simply to manage its key resource ± knowledge. Forty-two research questions were proposed based on the review. The focus of the research questions varies widely, representing potential opportunities for researchers from many different areas to further our understanding of managing knowledge-based enterprises.

Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?

“…This capability denotes the ability to transform external information into external knowledge prior to the accumulation of new knowledge; that is, before it is assimilated and integrated in the organization. Acquisition capability is grounded on formal processes for seeking, identifying, selecting and acquiring external knowledge, which are the processes that allow information to be transformed into knowledge, since the subjective component is also involved (Staples et al, 2001). In direct contrast to knowledge creation capability, where the firm is inward looking in its knowledge renewal and transfer efforts, is external knowledge absorptive capability, which involves using a mechanism to identify, acquire, assimilate, transform and apply knowledge not residing in the firm (Camisón and Forés, 2010;Zahra and George, 2002).…”

The Knowledge Management of Export Companies From Sinaloa, Mexico: A Comparative Analysis Between Companies Register Patents and Not

“…Many authors have addressed the concept of knowledge (Nonaka, 1991;Nonaka & Takeuchi, 1995;Grant, 1996;Davenport & Lawrence, 1998;Bell, 1999;Staples, Greenaway, & McKeen, 2001). According to Goñi (2008), knowledge represents a deep understanding and it is considered as permanent; it resides in people and they know how to use it rationally.…”

“…Many times, therefore, it is going to be necessary to make it visible and tangible in order to manage it;  Knowledge is transferable with no loss;  Knowledge increases its value with is used;  Unless it is represented in documents or embedded in processes, routines and organizational networks, knowledge is volatile;  Knowledge is developed through learning;  It could be difficult to transfer knowledge;  Knowledge does not have limits, is dynamic and if it is used in a time and specific place, it does not have value, therefore, the use of knowledge requires to be focused in a certain space and place;  Knowledge is transformed in action and boosted by motivation;  Knowledge requires a framework or organizational design where conditions facilitate and stimulate its formation, since it is substantial to be created and applied. A thorough review of definitions given about the management of knowledge highlights a conceptual chaos, attributable, among other causes, to the relative origin of this matter, which leads to the absence of a solid and structured doctrinal body, and to the diversity of disciplines of origin from authors that address this topic (Blackler, 1995;Saint Onge, 1998;Nonaka & Takeuchi, 1999;Sveiby, 2000;Gupta & Govindarajan, 2000;Bueno, 2000;Alvesson & Kärreman, 2001;Staples et al, 2001;Obeso, 2003;Giannetto & Wheeler, 2004;López & Leal, 2005;Rodríguez, 2006;Arboníes, 2005;Morales, 2006;Carballo, 2006).…”

Conceptualising Collaborative Processes in University Research Centres

“…A core assumption of the knowledge-based view of the firm suggests that organisations are better suited than markets for gathering and disseminating knowledge (Kogut & Zander, 1992;Staples, Greenaway, & McKeen, 2001). The underlying argument is that, in a knowledge-based economy, the core advantage of corporate organisations over markets does not lie in their ability to reduce transaction costs through hierarchical coordination or market price mechanisms (Williamson, 1985).…”