Pub Date : 2019-07-26DOI: 10.5772/INTECHOPEN.86298
Giovanna Testa
Knowledge management is one of the most innovative and effective tools available to companies to manage an economic and organizational ever-changing environment. The chapter is based on an empirical study starting from the classification of oil district and aims to understand how firms’ position affect knowledge transfer process within the district. We support the idea that knowledge transfer is deeply affected by firms’ contractual power as well as by their position within the district. The companies of the industrial districts have the advantage of exploiting and sharing knowledge with each other. The literature generally holds that knowledge transfer requires a sense of equality and fairness among the firms, to create conditions in which firms will share their own knowledge for joint competitive advantage. However, empirical evidence shows that the value chains are often characterized by hierarchical relations and asymmetry between the parties: this feature is particularly evident in the oil districts. For companies attempting to acquire new information, the typologies of their intercompany collaboration and their cultural relationships are crucial.
{"title":"The Management, Sharing and Transfer of Knowledge in the Oil Districts - The Case Study of An Italian District","authors":"Giovanna Testa","doi":"10.5772/INTECHOPEN.86298","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.86298","url":null,"abstract":"Knowledge management is one of the most innovative and effective tools available to companies to manage an economic and organizational ever-changing environment. The chapter is based on an empirical study starting from the classification of oil district and aims to understand how firms’ position affect knowledge transfer process within the district. We support the idea that knowledge transfer is deeply affected by firms’ contractual power as well as by their position within the district. The companies of the industrial districts have the advantage of exploiting and sharing knowledge with each other. The literature generally holds that knowledge transfer requires a sense of equality and fairness among the firms, to create conditions in which firms will share their own knowledge for joint competitive advantage. However, empirical evidence shows that the value chains are often characterized by hierarchical relations and asymmetry between the parties: this feature is particularly evident in the oil districts. For companies attempting to acquire new information, the typologies of their intercompany collaboration and their cultural relationships are crucial.","PeriodicalId":435857,"journal":{"name":"Current Issues in Knowledge Management","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123640256","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-06-25DOI: 10.5772/INTECHOPEN.87156
Tim Donnelly, M. Wickham
Given the broad economic, environmental, and social challenges in the moderncompetitive environment, it is not surprising that effective sustainability management has emerged as an important variable in the strategic management process. Increasingly, firms are finding it necessary and beneficial to build sustainability principles into their strategic planning, and the extant research has shown that effective strategic management of sustainability can have a variety of positive outcomes for the firm such as improved economic. Given its demonstrable importance to the strategic management process, and the noted absence of a knowledge management process in the literature, this chapter seeks to address the broad research opportunity to explore what elements comprise a sustainability knowledge management system.
{"title":"Knowledge Management and Its Role in Strategic Sustainability Management in the Finance Sector","authors":"Tim Donnelly, M. Wickham","doi":"10.5772/INTECHOPEN.87156","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.87156","url":null,"abstract":"Given the broad economic, environmental, and social challenges in the moderncompetitive environment, it is not surprising that effective sustainability management has emerged as an important variable in the strategic management process. Increasingly, firms are finding it necessary and beneficial to build sustainability principles into their strategic planning, and the extant research has shown that effective strategic management of sustainability can have a variety of positive outcomes for the firm such as improved economic. Given its demonstrable importance to the strategic management process, and the noted absence of a knowledge management process in the literature, this chapter seeks to address the broad research opportunity to explore what elements comprise a sustainability knowledge management system.","PeriodicalId":435857,"journal":{"name":"Current Issues in Knowledge Management","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114642673","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-06-08DOI: 10.5772/INTECHOPEN.86757
M. Grundstein
In a world overwhelmed with pervasive digital technologies, the organization is transformed and becomes a socio-technical system which is constantly renewed. Organization needs specific skills, adapted to the values and to the cultures peculiar to each location. The cooperation and the mobility become a shape of inescapable work which rests on a permanent personal and collective learning. Beyond the information handled in the digital information systems, the role of the tacit knowledge, which is in each individual’s head, cannot be ignored. A constructivist attitude replaces a determinist attitude strongly deep-rooted in our educational modes. The managers have to pass from a posture of authority and of control to a posture of incitation, of support, and of accompaniment. The notions that are introduced in this chapter result from a managerial and socio-technical vision of knowledge management. They arouse essential reflections to develop a mode of management adapted to the digital transformation of the organizations called management based on knowledge.
{"title":"Toward Management Based on Knowledge","authors":"M. Grundstein","doi":"10.5772/INTECHOPEN.86757","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.86757","url":null,"abstract":"In a world overwhelmed with pervasive digital technologies, the organization is transformed and becomes a socio-technical system which is constantly renewed. Organization needs specific skills, adapted to the values and to the cultures peculiar to each location. The cooperation and the mobility become a shape of inescapable work which rests on a permanent personal and collective learning. Beyond the information handled in the digital information systems, the role of the tacit knowledge, which is in each individual’s head, cannot be ignored. A constructivist attitude replaces a determinist attitude strongly deep-rooted in our educational modes. The managers have to pass from a posture of authority and of control to a posture of incitation, of support, and of accompaniment. The notions that are introduced in this chapter result from a managerial and socio-technical vision of knowledge management. They arouse essential reflections to develop a mode of management adapted to the digital transformation of the organizations called management based on knowledge.","PeriodicalId":435857,"journal":{"name":"Current Issues in Knowledge Management","volume":"537 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116200221","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-05-31DOI: 10.5772/INTECHOPEN.86517
Hadi El-Farr, R. Hosseingholizadeh
Contributing to the HR-approach to knowledge management (KM), this chapter aims at outlining the role of human resource management (HRM) in supporting KM through utilizing the theoretical and empirical literature. The article is divided into two sections. The first section presents various knowledge concepts, KM perspectives and KM strategies. This section ends up by linking these topics in a KM sequential model which helps us to track the philosophical underpinnings and perspectives of each KM strategy. The second section investigates various HR orientations and HR practices and situates their differing contextual characteristics under each KM strategy. It aligns various HR practices with different KM strategies; suggesting that HRM is most effective as a combination of practices that are consistent and sharpened in supporting each KM strategy, which is part of the organizational strategy. The debated practices are recruitment and selection, compensation management, training and development, performance management, retention management and career management. Each of those practices is speculated to alter based on the chosen KM strategy; presenting a framework that is useful for practitioners and academics alike. The review ends up by identifying some research gaps and opportunities to be carried out in future studies. Those research gaps, if addressed, will extend our understanding of KM and the supporting role HRM.
{"title":"Aligning Human Resource Management with Knowledge Management for Better Organizational Performance: How Human Resource Practices Support Knowledge Management Strategies?","authors":"Hadi El-Farr, R. Hosseingholizadeh","doi":"10.5772/INTECHOPEN.86517","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.86517","url":null,"abstract":"Contributing to the HR-approach to knowledge management (KM), this chapter aims at outlining the role of human resource management (HRM) in supporting KM through utilizing the theoretical and empirical literature. The article is divided into two sections. The first section presents various knowledge concepts, KM perspectives and KM strategies. This section ends up by linking these topics in a KM sequential model which helps us to track the philosophical underpinnings and perspectives of each KM strategy. The second section investigates various HR orientations and HR practices and situates their differing contextual characteristics under each KM strategy. It aligns various HR practices with different KM strategies; suggesting that HRM is most effective as a combination of practices that are consistent and sharpened in supporting each KM strategy, which is part of the organizational strategy. The debated practices are recruitment and selection, compensation management, training and development, performance management, retention management and career management. Each of those practices is speculated to alter based on the chosen KM strategy; presenting a framework that is useful for practitioners and academics alike. The review ends up by identifying some research gaps and opportunities to be carried out in future studies. Those research gaps, if addressed, will extend our understanding of KM and the supporting role HRM.","PeriodicalId":435857,"journal":{"name":"Current Issues in Knowledge Management","volume":"78 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124464920","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-05-28DOI: 10.5772/INTECHOPEN.86255
A. Trachuk, N. Linder
The global nature of knowledge production has blurred the boundaries between many scientific and technical fields. New, enhanced processes, technologies, products, services, and business models emerge leveraging integrated solutions with different roots. The existing spillover or flow of knowledge has influenced the creation of new cross-disciplinary areas of research into this phenomenon: knowledge economics and management. This chapter explores the impact of knowledge spillover effects on companies’ innovative activities and presents a classification of spillover effects based on seven attributes. The empirical analysis was conducted by using cross data of Russian industrial companies. The stratified sample comprises data for 252 high-tech industry enterprises. It is concluded that knowledge spillover effects contribute to changes in both business models of industrial enterprises and their performance. The degree of this influence directly depends on whether companies that have well-developed foreign relations possess a “critical mass” of absorption material. Knowledge spillover effects enable companies to ensure payback of investments in exports and innovations on a regular basis solely through the continuous inflow of complementary knowledge and experience from international partners. However, such openness comes along with loss of independence, the possibility of being taken over, and the need for the presence of a significant market demand.
{"title":"Knowledge Spillover Effects: Impact of Export Learning Effects on Companies’ Innovative Activities","authors":"A. Trachuk, N. Linder","doi":"10.5772/INTECHOPEN.86255","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.86255","url":null,"abstract":"The global nature of knowledge production has blurred the boundaries between many scientific and technical fields. New, enhanced processes, technologies, products, services, and business models emerge leveraging integrated solutions with different roots. The existing spillover or flow of knowledge has influenced the creation of new cross-disciplinary areas of research into this phenomenon: knowledge economics and management. This chapter explores the impact of knowledge spillover effects on companies’ innovative activities and presents a classification of spillover effects based on seven attributes. The empirical analysis was conducted by using cross data of Russian industrial companies. The stratified sample comprises data for 252 high-tech industry enterprises. It is concluded that knowledge spillover effects contribute to changes in both business models of industrial enterprises and their performance. The degree of this influence directly depends on whether companies that have well-developed foreign relations possess a “critical mass” of absorption material. Knowledge spillover effects enable companies to ensure payback of investments in exports and innovations on a regular basis solely through the continuous inflow of complementary knowledge and experience from international partners. However, such openness comes along with loss of independence, the possibility of being taken over, and the need for the presence of a significant market demand.","PeriodicalId":435857,"journal":{"name":"Current Issues in Knowledge Management","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122374509","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-05-08DOI: 10.5772/INTECHOPEN.86216
Laura Zapata-Cantú
The aim of this chapter is to identify those individual skills and organizational factors (OF) that facilitate knowledge generation in firms operating in Mexico. The innovative capacity of organizations depends on how successful they are in the generation of knowledge and how organizational culture, management support, motivation, and personal skills support this process. To validate this phenomenon, a quantitative explanatory study was designed. Data collection was carried out through a questionnaire applied to 211 collaborators who work for firms located in Mexico. Concerning external knowledge acquisition (EKA), for Mexican and foreign firms, only individual skills such as professional qualification, personal motivation, and opportunity to learn are significant compared to internal knowledge creation (IKC) in which organizational factors such as organizational culture, management style, and commitment to learn are predominant. In addition, for knowledge creation in Mexican firms, individual skills are relevant but not for foreign ones. This result could assume that foreign firms in Mexico create their own knowledge based on headquarters’ institutionalized processes.
{"title":"Knowledge Generation to Foster Innovation in Mexico: How Human Capital Matters","authors":"Laura Zapata-Cantú","doi":"10.5772/INTECHOPEN.86216","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.86216","url":null,"abstract":"The aim of this chapter is to identify those individual skills and organizational factors (OF) that facilitate knowledge generation in firms operating in Mexico. The innovative capacity of organizations depends on how successful they are in the generation of knowledge and how organizational culture, management support, motivation, and personal skills support this process. To validate this phenomenon, a quantitative explanatory study was designed. Data collection was carried out through a questionnaire applied to 211 collaborators who work for firms located in Mexico. Concerning external knowledge acquisition (EKA), for Mexican and foreign firms, only individual skills such as professional qualification, personal motivation, and opportunity to learn are significant compared to internal knowledge creation (IKC) in which organizational factors such as organizational culture, management style, and commitment to learn are predominant. In addition, for knowledge creation in Mexican firms, individual skills are relevant but not for foreign ones. This result could assume that foreign firms in Mexico create their own knowledge based on headquarters’ institutionalized processes.","PeriodicalId":435857,"journal":{"name":"Current Issues in Knowledge Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127878227","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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