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Researchers have emphasized on the need for advances in knowledge management (KM) research to better understand how organizations accrue benefits from their knowledge resources. Thus, an integrated approach, rooted in the theoretical streams of knowledge-based view, KM and institutional theory, is proposed to explain how a successful KM program creates value. The approach discusses four organizational capabilities that firms need to develop simultaneously to create KM-enabled value, and identifies possible organizational actions to develop these capabilities. Various feedback and feed-forward processes, originating inside as well as outside the firm, integrate these capabilities into a KM-enabled value creation cycle (VCC). Key propositions were developed, and were examined with the help of three case studies. 相似文献
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Analyzing the impact of knowledge management on CRM success: The mediating effects of organizational factors 总被引：1，自引：0，他引：1
Aurora Garrido-MorenoAuthor Vitae Antonio Padilla-MeléndezAuthor Vitae 《International Journal of Information Management》2011,31(5):437-444
Customer relationship management (CRM) and knowledge management (KM) have become key strategic tool for all companies, especially in the current competitive environment. Moreover, customer knowledge is an important issue for CRM implementation. Reviewing the literature, we found many studies that analyze the crucial role played by KM initiatives as determinants of the success of CRM. Moreover, we found also diverse studies that show high rates of failure when implementing that strategy, so there is still no integrated conceptual framework to guide companies to their successful implementation. In this paper, with data of 153 Spanish hotels, we examine the relationships between KM and CRM success using a structural equation model. The main contribution is that having knowledge management capabilities is not sufficient for the success of CRM, but there are other factors to consider. In particular, organizational factors indeed impact CRM success and they appear to be intermediaries of the impact of other factors (KM capabilities/technological/customer orientation factors) in the success of CRM (in financial and marketing terms). 相似文献
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As the US federal civilian workforce is ‘graying’, knowledge management (KM) can play a critical role in the strategic management of human capital in a government organization. KM should probably be a key pillar of the human capital strategy, along with competency management, performance management, and change management. Even though the need is great for knowledge management in government organizations, many of these agencies do not have a clear vision or strategy as to how to implement KM in their organization. To help those in the federal sector in implementing KM, this paper will discuss components of the knowledge management implementation plan at a leading US government organization (using GOV as the pseudonym) following a KM pyramid framework. 相似文献
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This paper explores the much ignored but critically important subject of the perceived relationship between information and communications technology (ICT), information management (IM) and knowledge management (KM). Defining the border between ICT, IM and KM, and especially the maturity remains a highly debatable topic. These issues could be concisely summarized as being diverse and problematic and located across the spectrum of views. Prior studies suggest that even though KM is strongly entrenched and rests on the foundation of ICT and IM, very little is reported in the literature on ICT and IM as enablers to KM. From a large urban South African University engaged in numerous collaboration programs with industry, the authors gained insight into growth of KM maturity in industry groupings over a 5-year period. The authors applied an inventory developed by Kruger and Snyman [Kruger, C. J., & Snyman, M. M. M. (2007). A guideline for assessing the knowledge management maturity of organizations. South African Journal of Information Management,9(3). Electronic Journal [Online]. Available www.sajim.co.za. Accessed 15 October 2007] to a set of 86 organizations distributed over nine economic sectors in South Africa. In total 434 employees were interviewed over three group levels (operational, middle and senior management). This was achieved by having 178 senior practitioners to each interview three subjects (one in each group level). 相似文献
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The objective of the paper is to demonstrate how a sensemaking model of knowledge enables better and deeper understanding of knowledge management (KM) processes in organisations and the role of information technologies (IT) in these processes. Inspired and informed by a sensemaking view of organisations, the model identifies four types of knowledge, corresponding to four sensemaking levels: the individual, collective, organizational, and cultural. Each knowledge type, as the paper shows, is of different nature and has different characteristics but is constituted and affected by all other knowledge types. An organisation is thus seen as a ‘distributed knowledge system’ composed of numerous instances of these four knowledge types and their dynamic interplay. By drawing from three empirical studies, the paper illustrates how the sensemaking model of knowledge can be applied to investigate different ways companies (try to) manage knowledge and use IT-based systems to improve KM and ultimately company performance. A deeper understanding of these processes through the lens of the model reveals mechanisms and forces underlying KM phenomena that help explain why some processes were successful and others failed. The paper intends to make the following contributions: propose a theoretical framework of knowledge and KM in organizations, which is reasonably comprehensive and empirically grounded and also demonstrate its relevance and usefulness to both researchers and practitioners as they investigate and make sense of specific KM processes and IT applications in practice. 相似文献
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The Holy Grail in strategic management is the Dynamic Capability (DC) of organizations to realize sustainable competitive advantage. This requires organizations to continuously sense market changes and adapt their resources and routines accordingly, for which they are heavily dependent on knowledge. Knowledge as an antecedent for DC is, however, understudied. Inspired by the recognition of knowledge as an antecedent for DC, this paper sets out to uncover how organizations can foster DC from a knowledge management (KM) perspective. In an empirical survey on 55 knowledge-intensive organizations, we studied DC in organizations from two key perspectives on knowledge: formal, through the adoption of KM policies, and informal, through the availability of social capital. Our research results show that, although a formal KM approach strengthens DC, the availability of social capital appears unrelated to DC. The paper concludes with a practical outlook on advancing DC. 相似文献
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A well-developed and aligned knowledge management (KM) strategy and active top management participation are two of the key strategic issues in KM. The studies on KM strategy and the role of top management have mainly focused on big firms. The basic requirements and resources of small and medium enterprises (SMEs) are different from big firms. Consequently, KM practices are different in SMEs as compared to big firms, and a thorough study of various aspects of KM for SMEs is needed. This research work is an attempt to study strategic issues in KM in SMEs in India, with particular reference to the automotive component sector. Customer-focused knowledge is the most common KM strategy among Indian automotive component manufacturers. Top management is more active and supportive in KM initiatives in international auto component manufacturers. Indian SMEs need to focus more on the strategic issues in KM for reaping the benefits of KM for sustainable competitiveness. 相似文献
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This article examines the knowledge component in cluster literature from its origins to the present. A chronological perspective is deployed in order to shed light on how the concept of clusters has evolved. Given the increasing interest in clusters as knowledge repositories, and the apparent conviction among policymakers of the manageability of clusters, lessons learned from knowledge management (KM) practices in organizations might well be applied to the many policy efforts aimed at governing clusters. We argue that introducing KM initiatives on a regional level should be accompanied by an understanding of the possible downfalls that are associated with KM failures. 相似文献
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知识管理中的知识流动分析 总被引：15，自引：0，他引：15
知识流向、流速是知识管理中的瓶颈问题。文章在对知识管理中的知识分类和特征的分析基础上，对其不同的流动方式和特征进行了研究，并进而探讨了知识流动中存在的几个问题，希望能对知识管理的策略有一定的启发意义。 相似文献
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《普罗米修斯》2012,30(1):85-100
Knowledge management (KM) approaches have developed traditionally from the knowledge-based view (KBV), a derivative of the resource-based view (RBV). Drawing on the relational and industry structure views, this paper presents a framework for analysing knowledge management practices in the biotechnology industry. These firms exhibit sophisticated and strategic KM practices and deploy a range of strategies in leveraging competitive advantage through their intellectual property practices. The paper demonstrates that the current KBV needs to be modified and extended to reflect current KM practice within Australian biotechnology firms through examining their use and management of intellectual property. 相似文献
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Improving how knowledge is leveraged in organizations for improved business performance is today considered as a major organizational change. Knowledge management (KM) projects are stigmatized as demanding, fuzzy and complex, with questionable outcomes—more than 70% of them do not deliver what they promised. A case of Samsung Electronics mobile branch we present shows how KM projects can be more successful if they are treated as business process-oriented organizational change projects. Both organizations and academia can stand on the shoulders of giants as previous experience and research in that area is rich. Adding the KM flavor to such organizational change is the goal of this case study; the learning outcomes include a six-step KM solution design method, a justification for the business process level of analysis and managerial action, and the need for modest and just-do-it approach when introducing KM-related organizational interventions. 相似文献
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论面向提高组织绩效的知识管理 总被引：3，自引：0，他引：3
知识管理的根本目的是提高组织的绩效和竞争力。本文从有效的知识管理需要关注的问题、技术基础设施和内容基础设施等3个方面论述了面向提高组织绩效的知识管理问题。 相似文献
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从知识管理的角度对与制造业复杂产品研发相适应的组织形式进行探索。通过对两个船舶产品研发案例的对比分析,提出基于知识管理的多层次跨企业团队模型。 相似文献
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基于情境和知识集成的水资源调度流程的知识管理框架研究 总被引：1，自引：0，他引：1
水资源调度流程与其知识管理集成,能实现在正确的时间点、以正确的形式、把正确的知识传递给正确的水资源调度管理者,从而有效提高水资源调度管理水平。本文首先对水资源调度过程中信息采集、制定调度方案、组织调度、实施调度的知识管理需求进行分析,结合知识情境和知识管理的关系,提出用情境和知识集成的管理水资源调度流程,以此来实现水资源调度流程与知识管理的集成;其次并对知识建模技术、知识识别获取技术和知识检索技术等水资源调度流程和知识管理集成的关键技术进行探讨;然后在南水北调东线一期工程运营体制分析的基础上,基于情境和知识集成构建了南水北调东线一期工程调度的知识管理框架,该框架由两个信息系统和四个管理层面构成。 相似文献
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Knowledge management (KM) has often been claimed to be an essential ingredient in building competitive advantage. Yet, KM adoption is relatively slow, especially in the Malaysian context. Most organizations are unsure if the promised performance improvement is just a passing fad. This study intends to provide empirical verifications to support the link between KM practices and performance outcomes for organizations. Responses from 180 knowledge-based organizations were analysed. The analysis indicated that knowledge acquisition and knowledge utilization positively influenced strategic and operational improvement in organizations, whereas the positive effect of knowledge dissemination was only evident in the case of strategic improvement. Organization size had some interesting moderating impact on the tested relationships. 相似文献