Organizational Knowledge

2015 ◽  
pp. 127-156
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Organizational Knowledge ◽  
Business Development ◽  
Sustainable Competitive Advantage ◽  
Integration Process ◽  
Individual Knowledge ◽  
Ontological Dimension ◽  
The Individual

Organizational knowledge is a conceptual construct that reflects the convergence of all individual knowledge fields in an organization. That means all explicit and tacit knowledge fields, or changing the paradigm all cognitive, emotional, and spiritual individual fields of knowledge. The result of this integration process is performed in interactive and iterative modes by organizational integrators. Although there are many debates concerning the building up of organizational knowledge from the individual fields, the practice demonstrates that such a dynamic does exist and it encompass knowledge transfer processes from individuals to groups, and from groups to the whole organization. It is a synchronization between individual knowledge fields and the organizational knowledge along the ontological dimension. Organizational knowledge became a strategic resource in the last decades of business development and intelligent managers can transform it into a sustainable competitive advantage for the organization.

Conceptual Theory

2010 ◽  
pp. 1-22 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Gap Analysis ◽  
Organizational Knowledge ◽  
The Other ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Individual Level ◽  
The Individual

This chapter will provide the reader with two definitions of knowledge, one at the individual level, the other at the organizational level. This will be followed by connecting the knowledge base of the organization to its sustainable competitive advantage by using a multiple-layer framework of organizational knowledge. Then, the chapter will discuss the frameworks of knowledge management vision, mission and goals for the organization. Temporary and functional gap analysis frameworks will follow. The chapter will end with a brief description of three tools developed by the authors.

Knowledge Transfer and Knowledge Creation in Virtual Teams

2016 ◽  
pp. 110-122 ◽  
Author(s):  
Nory B. Jones
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Virtual Teams ◽  
Knowledge Creation ◽  
Supporting Evidence ◽  
Sustainable Competitive Advantage ◽  
Tacit Knowledge Transfer ◽  
New Knowledge

Tacit knowledge transfer and knowledge creation represents perhaps the best means of sustainable competitive advantage through continual innovation. As organizations become more distributed in their different offices, virtual teams become more common and valuable. The question of how these virtual teams can effectively transfer tacit knowledge and create new knowledge thus becomes of importance to organizations. This chapter focuses on this issue and presents supporting evidence related to tacit knowledge transfer and creation, virtual teams, and how businesses can effectively harness capacity of virtual teams to transfer valuable tacit knowledge and create new knowledge.

A Framework for Building Learning Organizations

2011 ◽  
pp. 246-268
Author(s):  
Sushil K. Sharma ◽  
Jatinder N.D. Gupta
Keyword(s):  
Competitive Advantage ◽  
Learning Organization ◽  
Learning Organizations ◽  
Cost Effective ◽  
Continuous Learning ◽  
Sustainable Competitive Advantage ◽  
Competitive Environments ◽  
The Future ◽  
The Individual ◽  
Suitable Framework

The concept of the learning organization that strives continually to develop its people and processes will be an accepted philosophy of all competitive organizations in the future. Organizations are increasingly being challenged to leverage learning, as it has been widely articulated that knowledge creation and continuous learning at the individual, team, and organizational levels may be the only source of sustainable competitive advantage. Continuous learning is essential for surviving, let alone prospering, in dynamic and competitive environments. Because of this increased emphasis on learning, there has been a tremendous interest in the concept of learning organizations and the capabilities required to build learning organizations. Organizations of the future will not be able to expand into new markets and win market share unless they have a framework (technologies, people, processes, and methodologies) to use their past knowledge to gain a competitive advantage. Organizations of the 21st century have to use the latest information technology and methodologies that can enable them to be cost effective, faster, flexible, and more competitive. Despite the growing interest in learning organizations, there are knowledge gaps in understanding about how to exploit technologies to create a suitable framework for learning organization. Our chapter attempts to suggest a framework for building learning organizations and shows the use of systemic approach to implement our proposed framework to create learning organizations.

Creating Organizational Knowledge

2007 ◽  
pp. 42-63
Author(s):  
Nilmini Wickramasinghe ◽  
Dag Von Lubitz
Keyword(s):  
Competitive Advantage ◽  
Decision Maker ◽  
Organizational Knowledge ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Comprehensive Coverage

This book provides comprehensive coverage of all areas (people, process, and technology) necessary to become a knowledge-based enterprise. It presents several frameworks facilitating the implementation of a KM initiative and its ongoing management so that pertinent knowledge and information are always available to the decision maker, and so the organization may always enjoy a sustainable competitive advantage

Expert Systems, Knowledge Development and Utilization, and Sustained Competitive Advantage: A Resource-Based Model

1998 ◽  
Vol 24 (4) ◽  
pp. 489-509 ◽  
Author(s):  
Augustine A. Lado ◽  
Michael J. Zhang
Keyword(s):  
Expert Systems ◽  
Competitive Advantage ◽  
Organizational Knowledge ◽  
Knowledge Development ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Sustained Competitive Advantage ◽  
Organizational Competencies ◽  
Development And Utilization

In this paper, we propose a resource-based model to explain how expert systems generate sustained competitive advantage for a firm. Speciftcally, we analyze the extent to which expert systems (ESs) exhibit the attributes of value, rareness, imperfect imitability, and non substitutability associated with a rent-generating resource (e.g., Barney, 1991). Then, we discuss how expert systems yield sustainable competitive advantage through fostering organizational knowledge development and utilization. Finally, we examine the role of ESs in engenden’ng a reciprocal, mutually enhancing relationship with organizational competencies, leading to sustained competitive advantage. Propositions are ofleered to facilitate future research.

scholarly journals Determinants of causal ambiguity and difficulty of knowledge transfer within the firm

2013 ◽  
Vol 19 (6) ◽  
pp. 742-755 ◽  
Author(s):  
Ugur Uygur
Keyword(s):  
Knowledge Transfer ◽  
Best Practices ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Sustainable Competitive Advantage ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Causal Ambiguity ◽  
New Framework

AbstractThe knowledge-based view of the firm portrays knowledge assets as the basis of sustainable competitive advantage. However, leveraging the knowledge available to the firm is not straightforward. The transfer of best practices within the firm or the replication of a certain routine poses challenges for managers. Causal ambiguity of knowledge makes it difficult to transfer practices into other contexts within the firm. In this paper, a new framework is proposed that identifies four antecedents to causal ambiguity: complexity, tacitness, relevance to the existing knowledge base, and the locality of knowledge. The paper concludes with the implications of the framework.

scholarly journals articulation between innovation and competences anchored by knowledge management aiming sustainable competitive advantage

2018 ◽  
Vol 12 (2) ◽  
Author(s):  
Jurema Suely de Araújo Nery Ribeiro ◽  
MARCO ANTÔNIO CALIJORNE SOARES ◽  
Paulo Henrique Jurza Abranches ◽  
Fabricio Ziviani
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Critical Reflection ◽  
Organizational Context ◽  
Management Practices ◽  
Sustainable Competitive Advantage ◽  
Theoretical Paper ◽  
Knowledge Management Practices ◽  
Organizational Results ◽  
The Individual

Organizations while seeking to establish higher standards of performance and sustainable competitive advantage have been stimulating a critical reflection about the factors that affect the performance of the individual and of the organizations. Knowledge became one of the main organizational competitive factors and knowledge management could contribute as a enhancer of organizational results. This paper aims to demonstrate the importance os knowledge management practices as a promoter of sustainable competitive advantage, considering its influence in the organizational context. For this, this theoretical paper has realized a brief literature revision in the knowledge management and sustainable competitive advantage fields, presenting concepts and approaches, in order to understand the interaction of these constructs with competence and innovations constructs. The results signalized that the comprehension of the relations between competences and innovation, anchored by knowledge management, is the assurance of the adequate conduction of the mechanisms through the competitive advantage could be sustained. For demonstrating this, it was proposer a systematized model to knowledge management and competitive advantage, structured with competence and innovation constructs. .

scholarly journals Knowledge Sharing among Employees in Organizations

2019 ◽  
Vol 8 (1) ◽  
pp. 52 ◽  
Author(s):  
Haradhan Kumar MOHAJAN
Keyword(s):  
Sustainable Development ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
21St Century ◽  
Organizational Knowledge ◽  
The Sustainable Development ◽  
Knowledge Based ◽  
Knowledge Processes ◽  
Individual Knowledge

Knowledge is considered as the basis for developing sustained long-term competitive advantage for every organization. In the 21st century every organization becomes knowledge based for the sustainable development. Knowledge sharing is an important instrument that turns individual knowledge into group organizational knowledge. It is one of the main knowledge processes in a present dynamic and competitive era for the development of organizations. The knowledge sharing practice plays a remarkable role in the development and innovation in many areas of organizations. In this paper an attempt has been taken to discuss techniques, barriers and benefits of knowledge sharing in organizations.  

Knowledge Creation in the Hypertext Organizations

2018 ◽  
Vol 9 (4) ◽  
pp. 12-29
Author(s):  
Rauno Rusko
Keyword(s):  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Research Unit ◽  
Project Work ◽  
Project Organization ◽  
Auto Ethnography ◽  
The Individual

Hypertext organization perspective (Nonaka, 1994) is focused on knowledge creation and transfer between the main organization and project organization. However, initial hypertext organization perspectives did not take into the account the role of multi-membership in the project work. This article studies hypertext organization in the context of the multi-project case basing the analysis on the viewpoints of project-as-practice and auto-ethnography with the context of University. Auto-ethnography reveals the features of knowledge transfer in the multi-membership. Knowledge transfer of projects is not only based on the linkages between the separate education unit, the research unit and the unit of project activities, but also based on individual attitudes, features and capabilities on the multi-membership level. This study shows, instead of the externalization of knowledge, that plenty of knowledge creation activities - associated with hypertext organization - remain behind the individual actors in the form of tacit knowledge.

Sign in / Sign up

Export Citation Format

Share Document