Positioning the Knowledge Creation and Business Strategy on Banking Industry in a Developing Country

Miao, Meng; Saide, Saide; Muwardi, Didi

doi:10.1109/tem.2021.3071640

Cited by 7 publications

(6 citation statements)

References 44 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…It affirms the findings of previous studies emphasizing that the choices and plans for using firms’ knowledge affects its competitive capability, and therefore, selecting appropriate KM processes that support competitive goals is vital for organizational success (Bierly and Chakrabarti, 1996; Snyman and Kruger, 2004; Andreeva and Kianto, 2012; Lee et al , 2013; Ngah and Wong, 2020). This also implies if there is any misalignment between KM and strategy, it will be detrimental for firm’s innovation (Zack, 1999; Bolisani and Bratianu, 2017; Miao et al , 2021). Therefore, managers need to perform an analysis of gap between KM and strategy to better understand their strength and weaknesses of their existing KM system.…”

Section: Discussionmentioning

confidence: 99%

Section: Theoretical Background Of the Studymentioning

confidence: 99%

“…It recommends adopting KM processes according to the strategic needs of the organization for optimum performance (Becerra-Fernandez and Sabherwal, 2014;Cohen and Olsen, 2015;Dayan et al, 2017;Dabic and Kiessling, 2019). Organizations need to harness their knowledge resources to implement their competitive strategy (Snyman and Kruger, 2004;Zack, 1999;Andreeva and Kianto, 2012;Ferraresi et al, 2012;Miao et al, 2021). Innovation-oriented organizations share, create and use new knowledge to achieve their competitive strategic goals of developing products and services that are differentiated (Bierly and Chakrabarti, 1996;Shih and Chiang, 2005;Li and Nguyen, 2017;Dabic and Kiessling, 2019;Munir and Beh, 2019;Jordão et al, 2020;Ngah and Wong, 2020;Thaise et al,2020).…”

Section: Theoretical Background Of the Study 21 Knowledge Management ...mentioning

confidence: 99%

“…Academicians and business communities endorse knowledge management (KM) processes as a capability that facilitates the use of knowledge resources to enhance innovation, thus providing competitive advantage to organizations (Nonaka, 1994; Zack, 1999; Andreeva and Kianto, 2011; Urbancova, 2013; Jordão and Novas, 2017; Migdadi, 2020; Nazari et al , 2020; Imran et al , 2021; Lai et al , 2021). The contingency view of KM suggests that aligning organization’s KM resources for achieving its business/competitive strategy helps them to gain better outcomes such as higher innovation (Zack, 1999; Becerra-Fernandez and Sabherwal, 2014; Bolisani and Bratianu, 2017; Dayan et al , 2017; Jordão and Novas, 2017; Jordão et al , 2020; Miao et al , 2021; Lai et al , 2022). Previous studies show that KM processes help organizations to support competitive strategies of cost-effectiveness and differentiation to produce innovative output (Becerra-Fernandez and Sabherwal, 2014; Ngah and Wong, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Despite the economic, political and social relevance of KISOs, the studies examining the contributing role of KM processes in leveraging business's competitive strategy and innovation remains lacking (Javalgi et al , 2011; Joshi, 2014; Gope et al , 2018). Furthermore, there are several empirical studies on formulating knowledge-driven strategies from KISOs in developed economies, but little research is done to address the issues and challenges KISOs face in emerging economies (Andreeva and Kianto, 2011; Joshi, 2014; Dabic and Kiessling, 2019; Goswami and Agrawal, 2019; Munir and Beh, 2019; Thaise et al ,2020; Miao et al , 2021; Zhao et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The role of knowledge management processes in leveraging competitive strategies to achieve firm innovativeness

Trivedi,

Srivastava

2022

View full text Add to dashboard Cite

Purpose This paper aims to examine the role of knowledge management (KM) processes in enhancing competitive strategies of differentiation and cost-effectiveness and its impact on innovativeness in knowledge-intensive service organizations (KISOs) in India. Design/methodology/approach This study collected data from 293 employees working in Indian KISOs through a questionnaire survey. After checking for reliability and validity of data, this study tested the hypotheses by structural equation modeling using AMOS 26. Findings The results show that KM processes have a significant and positive relationship with competitive strategy and innovativeness. Competitive strategy partially mediates the relationship between KM processes and innovativeness. These KM processes promote differentiation and cost-effectiveness, which in turn enhances innovativeness. A differentiation strategy has a stronger positive relationship with KM processes and innovativeness than a cost-effective strategy. Research limitations/implications This study's cross-sectional design limits its ability to establish a general cause–effect relationship. Even so, theoretically, the results corroborate the contingent view of KM in emerging economies such as India. The findings show the mediating role of competitive strategy on the relationship between KM and its processes with innovation and competitiveness – providing a better cost-effectiveness relationship and organizational differentiation capacity. Practical implications This study suggests managers to adopt KM processes such as creation-sharing, acquisition and knowledge base enabling firms to be different and cost-effective than their competitors. This study provides evidence on how KISOs can leverage their innovativeness by using KM processes in congruence with its competitive strategy and gain competitive advantage. Social implications This study emphasizes the development of KM processes in the management of KISOs, which contributes substantially to India’s economic growth via Gross domestic product and employment. On the social side, this study suggests to manage cultural issues in KM processes, arising because of presence of multi-cultural workforce and a high-power distance society. Originality/value This study bridges a research gap of previous studies providing empirical evidence regarding the mediating effect of competitive strategies in the relationship between KM processes and innovativeness. This study adds proof to the KM contingency view of firms, suggesting when KM processes are formulated to achieve competitive strategy; substantial benefits such as innovativeness can be realized. This study adds evidence from the emerging economy of India, where KISOs are increasingly creating value and employment.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Theoretical Background Of the Studymentioning

confidence: 99%

Section: Theoretical Background Of the Study 21 Knowledge Management ...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The role of knowledge management processes in leveraging competitive strategies to achieve firm innovativeness

Trivedi,

Srivastava

2022

View full text Add to dashboard Cite

show abstract

Examining the Implementation of Green Banking and Intellectual Capital on Bank’s Profitability in Indonesia

Wongso,

Helsa,

Panggabean

2023

E3S Web Conf.

View full text Add to dashboard Cite

The aim of this study was to examine the implementation of green banking operations and intellectual capital (IC) on bank’s profitability in Indonesia. Quantitative approach and panel data regression analysis were employed in this study. The bank’s profitability was measured by return on assets (ROA). Green banking operations were reflected through the combinations of bank’s e-channel transactions and the measurement of intellectual capital components were from Modified Value-Added Intellectual Coefficient (MVAICTM). A purposive sampling method was applied concerning the disclosure of e- channel’s transactions. The samples were taken from annual reports and/or sustainability reports of 14 banking sub-sector companies that listed on the Indonesia Stock Exchange (IDX) for the year 2012-2021 with a total observation of 107 samples. The results state that the total transactions via e-channel had a significant influence over ROA. However, the relationship is negative. MVAICTMcomponents of human capital efficiency (HCE) and capital employed efficiency (CEE) had a positive and significant impact on ROA. The other two components, structural capital efficiency (SCE) and relational capital efficiency (RCE) did not have a substantial influence over ROA.

show abstract

A preliminary model analysis of knowledge management design: spiritual leadership on knowledge worker productivity

Ratna

Saide

Herzavina

et al. 2021

Technology Analysis & Strategic Management

View full text Add to dashboard Cite

Positioning the Knowledge Creation and Business Strategy on Banking Industry in a Developing Country

Cited by 7 publications

References 44 publications

The role of knowledge management processes in leveraging competitive strategies to achieve firm innovativeness

The role of knowledge management processes in leveraging competitive strategies to achieve firm innovativeness

Examining the Implementation of Green Banking and Intellectual Capital on Bank’s Profitability in Indonesia

A preliminary model analysis of knowledge management design: spiritual leadership on knowledge worker productivity

Contact Info

Product

Resources

About