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1.
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
2.
Knowledge has been long cited as a strategic asset and a source of competitive advantage for organizations. However, the creation of knowledge is a complex process that is influenced by several factors beyond the typical practice of knowledge management (KM). In this research, we assess the effects of leadership, Ba (shared context in motion), organizational culture, organizational control, and work style on KM defined in terms of the SECI process of socialization, externalization, combination, and internalization. On the basis of data gathered from a questionnaire survey of a Japanese pharmaceutical company and its subsidiaries in the United States, France, and China, we compare how the aforementioned organizational factors influence the processes of KM in these organizations. The results show that organizational factors affect KM practices differently in each of the targeted countries, and suggest that KM activities need to be tailored to the organizational idiosyncrasies of each local office, without betraying the global vision of the corporation. 相似文献
3.
Even though knowledge assets have been widely recognized as the principal drivers of firm's competitive advantage, few are the frameworks that have explained how these strategic assets are transformed into value and how the value creation process occurs. Also there is a confusing terminology in the literature surrounding many concepts explaining the dynamics of value creation. By conducting a Systematic Review – an evidence-based methodology for theory building – this paper seeks to define a ‘common language’ of the concepts used to explain this phenomenon, and build the assumptions of a theoretical model that explains how knowledge assets, through learning mechanisms, are linked, renewed, and leveraged into socio-technical processes or organizational routines, that in turn form the basis of organizational capabilities. As they are socially constructed, these organizational capabilities, when leveraged into products and services, generate value and provide firms with a sustainable competitive advantage and long-term superior performance. The model should therefore serve as a theoretical contribution to the literature and it has a further potential benefit to begin an inquiry, for both theory building and management, about the nature of firm's knowledge assets and organizational capabilities, and the sources of sustainable competitive advantage. Some of these avenues are outlined in this paper. 相似文献
4.
随着服务业的重要性上升,越来越多的学者开始关注创新流程。同时,全球化正推动着创新流程变得越来越开放。现在有一条公认的智慧,即创新是源于合作和跨越专业或组织边界的知识,尤其是知识密集型服务业(KIBS)的创新更需要跨越各类边界去获取外部知识。从组织边界理论入手,明确了组织边界跨越能力的3个构成要素,以及探索其与知识整合和开放式服务创新之间的关系。利用224家KIBS企业的调研数据,发现IT能力对开放式服务创新有显著的正向影响,而网络能力和吸收能力对开放式服务创新并没有显著的直接影响,而是通过知识整合这一中介变量达到影响效果。研究结果有助于丰富对开放式服务创新的理解,从而为KIBS企业更好的实现开放式服务创新提供一定的参考价值。 相似文献
5.
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
6.
以东方红小卫星公司为案例对象,探讨企业如何实现复杂产品研发敏捷性的过程与机制。研究发现：在复杂产品研发的三个阶段,企业需要应对四类不确定性,即“混乱、不可预见与可预见的不确定性、偏差”。因而企业利用信息技术分别发展出“聚焦外部感知、内外部跨越、聚焦内部响应”的三种IT能力,并采取以“非正式管控为主、非正式管控加正式管控、正式管控为主”的组织管控机制,从而最终促进复杂产品研发的敏捷性。企业复杂产品研发各阶段的主要目标呈现出 “更注重创新、兼顾创新与可靠、更注重可靠”的动态变化特征。这些发现不仅有助于完善企业敏捷性的相关理论,对中国复杂产品企业利用信息技术促进研发敏捷性也具有重要参考价值。 相似文献
7.
Knowledge is distributed unevenly through most enterprises. Hence, flows of knowledge (e.g., across time, people, locations, organizations) are critical to organizational efficacy and performance under a knowledge-based view of the firm. However, supported principally by narrative textual theory in the emerging knowledge management (KM) field, the researcher has difficulty describing how different kinds of knowledge will flow through various parts of an organization. This causes difficulty also for predicting the effects of alternate approaches to dispersing knowledge that ‘clumps’ in various areas. This problem is also manifest for the KM professional, who lacks clear theory or tools to anticipate how any particular information technology or other managerial intervention may enhance or impede specific knowledge flows in the enterprise. In this expository article, we build upon a steady stream of research in computational organization theory to develop agent-based models of knowledge dynamics. This work draws from emerging theory for multidimensional representation of the knowledge-flow phenomenon, which enables the dynamics of enterprise knowledge flows to be formalized and emulated through computational models. This approach provides the means for knowledge-flow processes to be visualized and analyzed in new ways. Computational experimentation enables the performance of many alternate process designs and technological interventions to be compared through examination of dynamic models, before committing to a specific approach in practice. We illustrate this research method and modeling environment through semi-formal representation and agent-based emulation of several knowledge-flow processes from the domain of software development. We also outline key directions for the new kinds of KM research and practice elucidated by this work. 相似文献
8.
Continuous reinvention of the organization through learning is a key feature of knowledge management (KM). Responsive change requires the development of organizational structures, processes and cultures that foster the capability to create and learn new knowledge, while abandoning dated knowledge and business processes no longer appropriate to the business environment. The business drivers of past success risk promoting complacency and failure to adapt responsively to environmental change, making the strategic quality of continuous responsive adaptive change a critical and elusive business success factor. On-going adaptability requires the learning and synthesis of a set of capabilities, or metacapabilities that contribute the kinds of skills and knowledge that underlie the process of change and core competency building. Merging metacapabilities with a value chain-specific core competency will allow all three strategic qualities – value creation, difficult to imitate and responsive adaptive change – to be satisfied. In very complex and dynamic environments management should pay consideration to the structures that facilitate the development of a learning culture capable of redefining functions and organizational purpose in response to the environmental changes. What is required is a learning structure that allows for the questioning of the organizational paradigm relative to the business environment, stimulates and supports the development of metacapabilities while providing the larger aligning supportive context that is process focused at a system level. Community of practice, a key KM application, may be one potentially useful metaphor for describing such a structure. 相似文献
9.
Over the past 20 years, many researchers and theorists have generated a significant body of literature in the interrelated fields of knowledge management (KM), organizational learning (OL), and knowledge creation (KC). A large body of work generated by proponents of technology as a primary facilitator of KM, OL, and KC supports the expenditure of billions of dollars in information technology infrastructure and knowledge management systems. A separate body of work generated by behaviourists illustrates how organizational culture is a major determinate in the effectiveness of the technology. Ultimately, corporate executives measure success in terms recognizable to financial markets. Yet, an empirical link connecting the interrelated dots needed to provide practical guidance to practitioners and executives remains elusive. This paper summarizes historical and current perspectives within the field and identifies the need for continue empirical research to build a practical construct. 相似文献
10.
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
11.
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
12.
Modularity in organizations can facilitate the creation and development of dynamic capabilities. Paradoxically, however, modular management can also stifle the strategic potential of such capabilities by conflicting with the horizontal integration of units. We address these issues through an examination of how modular management of information technology (IT), project teams and front-line personnel in concert with knowledge management (KM) interventions influence the creation and development of dynamic capabilities at a large Asia-based call center. Our findings suggest that a full capitalization of the efficiencies created by modularity may be closely linked to the strategic sense making abilities of senior managers to assess the long-term business value of the dominant designs available in the market. Drawing on our analysis we build a modular management-KM-dynamic capabilities model, which highlights the evolution of three different levels of dynamic capabilities and also suggests an inherent complementarity between modular and integrated approaches. 相似文献
13.
Implementing knowledge management (KM) projects or knowledge-sharing philosophies in organizations require significant organization change. Because the introduction of change is difficult, leaders have been encouraged to proactively prepare their organizations and its members as they begin one of these initiatives. As the first step in this process, managers should comprehensively examine their organization's underlying readiness to embrace these initiatives. Unfortunately, the measurement of an organization's readiness for KM initiatives poses significant challenges because no known instrument is available to do so. Accordingly, this study drew on the KM and organizational change literature to take a first step in the development of a synergistic instrument that measures readiness for KM and applied it in an organizational setting. 相似文献
14.
The purpose of this study is to investigate the level of knowledge management (KM) maturity of credit unions. The application of a maturity model to 15 credit unions in North America revealed that an overall level of KM maturity is at an early stage of development, but there are signs of future improvement. Credit unions operate in a highly competitive, knowledge-intensive financial industry and experience various pressures to increase their efficiency, which they can achieve through the implementation of KM solutions. Despite the absence of official KM strategies, KM projects were introduced locally in order to fill particular knowledge gaps. The availability of IT infrastructure and the implementation of KM-related technologies alone are insufficient to ensure universal success of organizational KM activities. Credit union managers periodically access and use academic research in their decision making. At the same time, they prefer accessing scholarly knowledge in translated form from books, practitioner magazines, and consultants. It was concluded that organizations competing in the knowledge-intensive sector have an inner need for KM solutions. 相似文献
15.
本文从知识管理视角分析企业动态能力的构建,并以动态能力作为知识管理和组织绩效中介变量,分析动态能力有效地应对环境变化,揭示其与企业绩效的关系。本文选取了6家电子通讯类企业与6家制药企业作为研究对象,结果表明,知识管理、动态能力与组织绩效有显著的正相关关系。本次研究对探讨动态能力培育路径以及战略管理理论和实践有所借鉴。 相似文献
16.
Often knowledge management (KM) initiatives are built on an assumption that the relationship between knowledge and action starts with knowledge, that is, we know something and we act upon it. Such an assumption can lead KM initiatives to develop knowledge that is not necessarily useful for the actions that an organization is willing to take. However, if the organization derives knowledge from the actions they are willing to take or they are taking, the knowledge can be much more useful as it will directly facilitate the actions. In this article, we argue that the relationship between knowledge and action is reciprocal and offers two-way learning. As such, KM initiatives are most apt to be successful by considering how to derive knowledge from action as well as how to deliver knowledge. The paper develops five principles for action-oriented KM. 相似文献
17.
The advancement of automobiles (thereinafter auto) during these decades has not only made great contributions to the economic development, but also significantly changed people’s life. Apparently, the auto industry has entered an innovation race. Among extant literature, organizational culture (OC) has positive impact on innovation capability (INC), whereas little research concerns about how OC influences organization’s capabilities through knowledge management (KM) activities, especially for knowledge sharing (KS) taken in a firm. This study aims to explore the effect of OC and KS on INC in the knowledge-intensive auto industry. Questionnaires are given to 6 whole-car manufacturers, 49 parts suppliers, and 7 car dealers in Taiwan. 449 valid questionnaires are returned, and an empirical analysis through structural equation modeling (SEM) is performed. The result shows that KS is the mediating variable of OC and INC, and OC has a significant positive effect on KS. 相似文献
18.
Federica Saliola 《Research Policy》2009,38(2):369-381
This paper combines insights from different streams of literature to develop a more comprehensive framework for the analysis of knowledge transfer via value chain relationships. We integrate the existing literature in three ways. First, we consider value chain relationships as a multi-facet process of interaction between buyers and suppliers, involving different modes of knowledge transmission and development. Second, we assess whether and to what extent value chain relationships are associated with the presence of multinationals and with their embeddedness in the host economy. Third, we take into account the capabilities of local firms to handle the technology as a factor influencing knowledge transfer through value chain relationships. Using data on 1385 firms active in Thailand in 2001-2003, we apply a multinomial logit model to test how the nature and intensity of multinational presence and the competencies of local firms affect the organization of international knowledge transfer. We find that knowledge intensive relationships, which are characterized by a significant transmission of technical and organizational competencies along the value chains, are positively associated with the presence of global buyers in the local market, with the efforts of MNCs to adapt technology to local contexts, and with the technical capabilities of domestic firms. By contrast, the age of subsidiaries and the share of inputs purchased locally appear to increase the likelihood of value chain relationships with a lower technological profile. 相似文献
19.
由于在技术能力、市场能力和资源禀赋上与成熟的大中型企业有明显差距，科技型小微企业在获取外部知识的重要手段--组织学习上也可能与成熟的大中型企业有所不同，而其针对技术、市场和资源的战略导向对于组织学习的前导影响也值得进一步探讨。基于对佛山市364家科技型小微企业的调查研究，分析结果显示科技型小微企业的组织学习在系统构成上比一般的组织学习过程要更为简单，仅包括知识获取、知识诠释、知识整合和知识应用四个子过程；在与战略导向的关系中，技术导向和市场导向对科技型小微企业的组织学习均具有显著的正向影响；组织学习除了对科技型小微企业的竞争能力具有正向影响，同时还在市场导向和技术导向对竞争能力的作用中分别发挥着完全的中介效应和部分的中介效应。 相似文献
20.
Knowledge management (KM) impacts have typically been examined on the value of knowledge to organizations but not individuals. This paper uses survey data (186 employees) and qualitative data (300 + employees) at the National Aeronautics and Space Administration to examine the effects of four KM mechanisms (social learning, learning from others through IT, learning from IT, and IT-based knowledge substitution) and common knowledge on the individual and organizational value of knowledge. The results indicate that common knowledge and the two interpersonal mechanisms (social learning, learning from others through IT) enhance the perceived value of knowledge at both levels, but both mechanisms that rely on IT for the knowledge (learning from IT, IT-based knowledge substitution) reduce the perceived knowledge value at one level and have no significant effect at the other level. Further, common knowledge strengthens the positive effects of both interpersonal mechanisms, and weakens the negative effects of IT-based knowledge substitution, on perceived value of knowledge at both levels. 相似文献