Abstract
Sustainable entrepreneurship leading to competitiveness of a company demands implementation of the activities which are focused on creating, transferring and using knowledge for increasing competitiveness by all organizations. It demands the implementation of procedures connected with knowledge management in companies. One of the processes of knowledge management is localization of internal and external sources of knowledge. The goal of this paper is to present the issues related to the identification and accordingly exploitation of internal and external sources of knowledge in both theoretical and practical aspects. In the first part of this article the main internal and external knowledge sources are described as well as the ways of their visualization. The article also presents the results of research which shows what sources of knowledge are the most and least used by workers in organizations. The practical recommendations related to use of knowledge sources are also presented in the article. The procedure for identifying and acquiring knowledge sources which are useful to the organization and its employees is also described. The final part of the article includes conclusiona arising from theoretical considerations and results of conducted research.
Highlights
Knowledge management at organization directly impacts its competitiveness, which could be perceived as outcome of sustainable entrepreneurship
If the sources which might satisfy employees’ information needs were not identified, one should characterize the causes for the lack of their accessibility and to make any effort in order to obtain the access to new knowledge sources which are of high information usefulness character
There are numerous external and internal sources of knowledge, from which employees might exploit the knowledge that is necessary for solving problems that occur in the organization
Summary
Knowledge management at organization directly impacts its competitiveness, which could be perceived as outcome of sustainable entrepreneurship. 2013; Antanavičienė 2014; Tvaronavičienė 2014; Prause, Hunke 2014; Caurkubule, Rubanovskis 2014) and entrepreneurship (Wahl, Prause 2013; Tvaronavičienė 2014; Raišienė, Jonušauskas 2013; Bhati, Manimala 2011; Baikovs, Zariņš 2013; Dudzevičiūtė 2013, Balkienė 2013; Moskvina 2013, Išoraitė 2013; Bileišis 2014). Role of knpwledge management the process of building a competitive advantage of sustainable entrepreneurial organization can not be underestimated. To achieve the state of knowledge transparency in the organization internal and external knowledge sources must be located and presented
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