Supply chain knowledge management: A literature review

Marra, Marianna; Ho, William; Edwards, John S.

doi:10.1016/j.eswa.2011.11.035

Cited by 136 publications

(88 citation statements)

References 68 publications

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“…According to Resource-based view, knowledge is also a resource. Increasingly, a key goal in SCM is to acquire and disseminate knowledge in ways that lead to effective decision making [76,77]. And in today's global environment, research confirms that knowledge value is increased when globally diverse supply chain partners share knowledge [78].…”

Section: Sustainable Governance and Mechanismsmentioning

confidence: 86%

Sustainable Collaborative Governance in Supply Chain

Wang

Ran

2018

Sustainability

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Collaborative governance plays a critical role in guiding the whole supply chain to achieve its strategic goals. Today's tremendously changing and competitive business environment imposes a significant challenge for firms to sustain a balance between their self-interest and the required interdependency existed among them within a supply chain. Built upon the extensive literature on the supply chain management, this paper theorizes and proposes a Sustainable Collaborative Governance Framework detailing adaptive decision-making and action mechanisms throughout supply chain lifecycle that will enable the whole supply chain proactively and resiliently respond to uncertainties or perturbations without undergoing significant changes to firms' normal operations. The framework extends the understanding and practice of the sustainable supply chain management by focusing on its dynamic, elastic, holistic, uncertainty-handling and future-oriented characteristics.

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Section: Sustainable Governance and Mechanismsmentioning

confidence: 86%

Sustainable Collaborative Governance in Supply Chain

Wang

Ran

2018

Sustainability

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“…has generated competitive and dynamic environments where knowledge fertilization in SMEs is increasingly crucial in supporting the network of collaboration and the competitiveness of the whole system [1][2][3][4][5][6][7][8][9][10]. Nevertheless, there is an abundance of studies describing how large companies are successfully exploiting knowledge management (KM) practices, while SMEs show poor use KM practices, and the benefits of KM adoption are not fully exploited by these firms [11][12][13][14]. Although there are many studies that analyze the processes of dissemination of knowledge and highlight the adoption of KM in large companies, as regards SMEs, the framework of knowledge is still fragmented.…”

Section: Introductionmentioning

confidence: 99%

The Spread of Knowledge Management in SMEs: A Scenario in Evolution

2015

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This paper deals with knowledge management (KM) in small and medium enterprises (SMEs). Through a literature review, three research questions have been identified concerning the barriers hindering the spread of KM practices in SMEs, the main knowledge management systems (KMSs) adopted by SMEs and the impact of the use of KM practices on SME performance. The research questions were subsequently addressed through a field analysis conducted on a sample of SMEs. The empirical evidence highlights that the scenario has changed in the space of but a few years. Although SMEs are generally characterized by poor financial and human resources, they are able to overcome the barriers preventing the spread of KM practices. The SMEs investigated perceive the strategic value of KM and consequently adopt a variety of KMSs. Nevertheless, such systems are generally outdated in comparison with cheaper, more recent, and user-friendly applications. Finally, the paper emphasizes that the use of KM practices can contribute to the overall growth of SMEs by simultaneously and significantly enhancing their performance.

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“…Marra et al (2012) agree that knowledge associated with passed project's achievement and failure, amenities, clients and products are assets that can produce a long-term and sustainable competitive advantage for construction organization. Companies can improve organizational wisdom through knowledge acquisition, creation, storing mingle together by transferring knowledge (Alekseev, 2010) workers and organizational knowledge will be enhanced in addition to more improvement and tactical inventions (Al-Gahtani and Ghani, 2010).…”

Section: Introductionmentioning

confidence: 99%

Knowledge Management Model and Instrument for Implementation and Adoption; Perspective of Developing Country

Idris¹,

Ali²,

Aliagha³

2015

jmr

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This paper presents a KM model that comprises a set of KM hypothesis model and measurement models for understanding and implementation. Research uses 323 questionnaire surveys. A hypothesized model of KM process was tested using structural equation modelling approach with a proposed model and the instrument was therefore developed. Analysis of the ISSN 1941-899X 2015 www.macrothink.org/jmr 549 five constructs of knowledge acquisition, creation, sharing, storage and dissemination with their reliability and Cronbach's Alpha coefficient of 0.80, 0.71, 0.82, 0.87 and 0.87 respectively were used. Likewise, all fit indices and factor loadings were significant leading to a frugal model achievement. The study serves as a guide to KM for the construction organization implementation. Journal of Management Research

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Supply chain knowledge management: A literature review

Abstract: This paper aims to contribute to the debate on the role of knowledge management in supply chain

Cited by 136 publications

References 68 publications

Sustainable Collaborative Governance in Supply Chain

Sustainable Collaborative Governance in Supply Chain

The Spread of Knowledge Management in SMEs: A Scenario in Evolution

Knowledge Management Model and Instrument for Implementation and Adoption; Perspective of Developing Country

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