The Role of Knowledge Management Strategies in Cooperation Agreements

Abstract

In this chapter, the role of knowledge management strategies (KMS) in cooperation agreements is analyzed in a technology-intensive company. Knowledge management in alliances implies to establish an organizational design to both explore and exploit knowledge for achieving competitive goals (for each partner). The importance of alliances for technological companies and the necessity of designing suitable KMS in alliances—in terms of objectives and goals, knowledge management tools, and support systems—are explained first of all. Moreover, the analysis of a case study on KMS in the alliances of a high-tech Spanish company with businesses in innovation intensive settings is developed by the authors. Finally, this chapter will conclude with a discussion on the way that the implementation aspects concerning KMS in cooperation agreements have been managed by the company in order to support technology development and product diversification.

Effects of knowledge management on firm competitiveness: The mediation of operational efficiency

“…Consistent with previous research emphasising the contribution of effective and efficient KM to organisational performance (Donate et al 2017;Naicker et al 2017), the findings of this study demonstrate that KM (recognition) and KM (implementation) were directly and positively linked to firm competitiveness. This outcome is not surprising, given the claim that KM is regarded as a critical dynamic resource for attaining competitive advantage (Jyoti et al 2013;Kiptalam et al 2016).…”

Effects of knowledge management on firm competitiveness: The mediation of operational efficiency

“…Consistent with previous research emphasising the contribution of effective and efficient KM to organisational performance (Donate et al 2017;Naicker et al 2017), the findings of this study demonstrate that KM (recognition) and KM (implementation) were directly and positively linked to firm competitiveness. This outcome is not surprising, given the claim that KM is regarded as a critical dynamic resource for attaining competitive advantage (Jyoti et al 2013;Kiptalam et al 2016).…”

Investigating Information and Communication Technology (ICT) Usage, Knowledge Sharing and Innovative Behavior among Engineers in Electrical and Electronic MNCs in Malaysia

“…While previous studies have been conducted on knowledge sharing and has established the various factors that affect an individual's willingness to share knowledge, such as costs and benefits, incentive systems, extrinsic and intrinsic motivation, organization climate, and management championship (Lin 2007a(Lin , 2007bSuppiah & Sandhu 2011;Wasko & Faraj 2005), however, there is a lack of emphasis on knowledge sharing in the context of innovative behavior as a consequence of knowledge sharing influenced by ICT usage. Donate and Guadamillas (2011) and Donate et al (2017) argue that knowledge sharing is a major concern because of the recognition of the value of organizational learning in knowledge creation and innovation within an organization. In line with this, the literature reviews in this study attempt to lay the foundation for the relationship between the variables, thus, providing a basis for the research framework.…”