Towards electronic commerce via science park multi-Extranets

Pakštas, A.

doi:10.1016/s0140-3664(99)00132-2

Cited by 6 publications

(5 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…ISO 9000 process‐based knowledge flow . Pakstas (1999) suggests that there are two types of knowledge flows in typical inter‐organizational media‐based communications activities – informally and formally structured. According to Nonaka and Takeuchi (1995), knowledge can be classified into two broad categories: tacit and explicit.…”

Section: Case Studymentioning

confidence: 99%

Managing knowledge contributed by ISO 9001:2000

Lin

2005

International Journal of Quality &Amp; Reliability Management

View full text Add to dashboard Cite

PurposeThis study seeks to explore the interrelationships between knowledge management and ISO 9001:2000, and details knowledge management and ISO 9001:2000 practices for organizations, according to the prevailing ISO 9001:2000 guidelines and processes.Design/methodology/approachThis study proposes an intact process model that integrates ISO 9001:2000 processes in order to exploit critical knowledge within an organization. A Delphi approach is designed and used to identify activities within this process model, which will facilitate knowledge flow practices. In addition, a knowledge management conceptual framework which integrated ISO 9000 processes, quality information system and infrastructure is proposed. Empirical research, involving a case study with thematic analysis, is presented to discuss the proposed framework.FindingsThis paper identifies the most important activities within ISO 9001:2000 processes which can facilitate knowledge flow. Meanwhile, a comprehensive ISO 9000 process‐based knowledge management system architecture which is derived from the in‐depth interview and the qualitative analyses will be proposed.Research limitations/implicationsThis study is limited in its research methodology. This case study is considered as only one empirical illustration of many other possible implementation processes. It is not assumed that this company is a paradigm or that its specific situation is applicable to all other business enterprises.Originality/valueThis architecture offers an initial model for an organization that wants to facilitate knowledge flows according to the prevailing ISO 9001:2000 guidelines and processes, and further proceed with its knowledge management system implementation to encourage the management of corporate knowledge and effectively enhance the firm's competitiveness.

show abstract

Section: Case Studymentioning

confidence: 99%

Managing knowledge contributed by ISO 9001:2000

Lin

2005

International Journal of Quality &Amp; Reliability Management

View full text Add to dashboard Cite

show abstract

“…Supply chain knowledge flows can be classified into two categories (Pakstas, 1999). Formally structured (explicit) knowledge flows include transaction‐related information such as purchase orders, invoices and delivery schedules.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Collaborative knowledge management practices

Tarafdar

Rao

2012

International Journal of Operations &Amp; Production Management

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to develop and empirically test a framework analyzing the relationship of collaborative knowledge management practices (CKMP) with supply chain integration and supply chain knowledge quality.Design/methodology/approachThe design of the study is based on a survey of 411 firms from eight manufacturing industries that are actively involved in inter‐firm knowledge management practices with supply chain partners. First a measurement instrument for CKMP was statistically validated with confirmatory factor analysis. Then the structural equation modeling (SEM) path analysis was used to assess the structural relationship of CKMP with supply chain knowledge quality and supply chain integration.FindingsThe study found that engagement in CKMP can lead to better integration between supply chain partners and increased organizational knowledge quality.Research limitations/implicationsThe study was conducted at the firm level for activities involving inter‐firm knowledge sharing. Some measurement inaccuracy might be generated with a single respondent from each organization answering questions about both supply chain management issues and knowledge management‐related issues.Practical implicationsBy identifying collaborative knowledge generation, storage, access, dissemination and application as the major components of CKMP, this study advises organizations on how to collaborate with partner firms on sharing supply chain knowledge. CKMP's positive relationship with knowledge quality and supply chain integration provides organizations with practice‐related motivation for engaging in collaborative knowledge management and alerts them to the possibility of other potential benefits from it.Originality/valueAs one of the first large‐scale empirical efforts to systematically investigate collaborative knowledge management processes in a supply chain management context, this paper can be used as basis for enhanced homological understanding of this domain, by exploring antecedents and consequences of collaborative knowledge management.

show abstract

“…The Internet is probably the largest intellectual resource in the world (Addyman 1994), and its use has been noticeable in online commerce (Serve et al 2002), e-learning (Graf 2002), e-collaboration (Bafoutsou and Mentzas 2002) and supply chain strategy formulation (Cagliano et al 2003). Intranets are private-computing networks, internal to an organisation, allowing access only to authorised users (Pakstas 1999). …”

Section: Internet Intranet and Extranetsmentioning

confidence: 99%

“…Extranets may be said to be a middle ground between intranets and the Internet; they are not wide open like the Internet concept, nor are they restricted to internal use only like intranets (Pakstas 1999). Essentially, extranets are a network that links business partners to one another over the Internet (Vlosky et al 2000); that is, a collaborative network-based upon Internet technology-is developed that allows a business to link itself to its suppliers, customers, or other businesses that share common goals (Pakstas 1999).…”

Section: Internet Intranet and Extranetsmentioning

confidence: 99%

“…Essentially, extranets are a network that links business partners to one another over the Internet (Vlosky et al 2000); that is, a collaborative network-based upon Internet technology-is developed that allows a business to link itself to its suppliers, customers, or other businesses that share common goals (Pakstas 1999). …”

Section: Internet Intranet and Extranetsmentioning

confidence: 99%

See 1 more Smart Citation