Strategic Knowledge Management Research Articles

The role of knowledge integration in shaping the capabilities and success of a charity: an in-depth case study analysis

PurposeMaking effective use of the knowledge available to a charitable organization is crucial to the achievement of its strategic objectives and the outcomes of its humanitarian interventions. This study aims to explore the integration of knowledge at an international development charity from the perspective of its workforce.Design/methodology/approachRich primary data were collected through an in-depth case study of a large international development charity actively embracing the management of knowledge using semi-structured interviews (n = 42), participant observation and organizational documentation. The data were integrated and analyzed thematically.FindingsThe analysis of the empirical data sheds light on how a more systematic framework for knowledge integration and application could enhance the capabilities and strategic effectiveness of a charitable organization.Originality/valueThe findings enable important contributions to the strategic management and effective use of knowledge in charitable organizations by empirically uncovering how a more coherent and structured approach to knowledge management could enhance the focus, efficiency, flexibility and relevance of its actions and those of its members. Accordingly, this paper advances a new integrated schema to meet the goals of charities and their stakeholders for broader application and testing by charities and future researchers.

Impact of Knowledge Management Practices on Innovation Performance

The main purpose of this article is to study the impact of knowledge management practices (KMPs) on innovation performance of an Iranian leading private bank known as Bank Pasargad. To assess the impact of independent factor (KMP) on the dependent factor (innovation performance), a questionnaire containing 52 questions is designed and distributed among 237 experts and managers of the Iranian Bank Pasargad headquarters. Exploratory and confirmatory factor analyses are used to analyze the research data. The proposed conceptual model of the research is studied using the structural equation modeling technique. Results obtained from testing the main hypothesis shows that KMPs positively and significantly affect innovation performance. Also, scrutiny of the subhypotheses revealed that KMP subconstructs, namely, top management measures, strategic knowledge management, knowledge-driven employment, knowledge-driven training, knowledge-driven performance evaluation based on IT, and knowledge sharing using IT, positively and significantly affect innovation performance in the surveyed bank.

The Relationship between Strategic Knowledge Management Processes and Social Innovation

Social Innovation has been considered as the main policy agenda in various developed countries throughout the world. Social Innovation is said to make a massive contribution to the social, economic and technological progress of nations. Therefore, it addresses critical issues, among which are poor economic growth, massive unemployment, poor social health, poor living conditions, poor education systems and poor technological advancement. The aim of this paper is to present an empirical insight on the impact of social innovation on strategic knowledge management processes i.e. knowledge creation, knowledge transfers and knowledge application. The main data for this study was collected through survey questionnaires via personally administered and email from 200 project leaders of Majlis Amanah Rakyat (MARA) education institutionsindustry-community partnership project. The data were collected from December 2018 till December 2019. The data was analyzed using SPSS version 19. The findings indicate a significant positive relationship between strategic knowledge management processes i.e. knowledge creation, knowledge transfer and knowledge application and social innovation.

BUSINESS STRATEGY FORMULATION OF INDIHOME PT. TELEKOMUNIKASI INDONESIA AREA OF WEST NUSA TENGGARA

This study aims to determine the priority strategies of several alternative strategies in IndiHome which are formulated using SWOT analysis. This research is a qualitative descriptive study. The data used are primary. Sampling using a purposive sampling technique and get seven informants. Primary data generated from the interviews were analyzed using SAP and ETOP to diagnose factors including strengths, weaknesses, opportunities, and threats. After that, these factors are formulated in the SWOT matrix to determine alternative strategies. Strategy alternatives are then formulated in the QSPM matrix to obtain priority strategy results for IndiHome. The validity test in this study was carried out by triangulation of sources. The results showed that there were four alternative strategies for IndiHome Telkom Area of West Nusa Tenggara. Based on four alternative strategies, the priority strategy for IndiHome which is determined by QSPM matrix is to upgrade the quality of services provided to customers regularly with a total weight of 7,051. The results of this study are expected to be able to assist in the framework of thinking about strategic management knowledge in the Internet Service Provider (ISP) industry and also provide additional information and insights in the selection of alternative strategies as well as new insights about the condition of the company from an external perspective.

Prediction of Knowledge Management for Success of Franchise Hospitality in a Post-Pandemic Economy

Due to its unpredictability, the novel coronavirus (COVID-19) pandemic has changed the global business climate and commercial management practices in unprecedented ways. As a direct result of the pandemic, the hospitality and tourism sectors have shut down, and business failure rates have occurred exponentially. The franchise hospitality industry has experienced significant impact and challenged a basic understanding of knowledge management (KM) implementation in the face of the COVID-19 outbreak. A strategic KM implementation practice can not only guide a large-scale operation, but also adjust an organization’s performance and competitiveness. The purpose of this study is to examine the influential criteria of success through effective KM implementation and to predict the probability of successful KM in a post-pandemic era. The conceptual framework for KM applies an analytic hierarchical prediction model reliant upon consistent fuzzy preference relations to assist the franchise hospitality sector’s consciousness of the influential criteria. An empirical case study is used to apply pairwise comparisons used to determine the priority weights and two possible outcomes. The case study will assist franchise organizations to analyze whether or not to implement KM, interdict application, or adopt revised actions. This assistance will enhance the success possibility of KM implementation within such a crisis environment. This study uses a case setting by assessing 15 franchises hospitality experts’ opinions in Taiwan relevant to KM implementation.

Exploring the double-edged sword of familiness from a knowledge-based perspective

PurposeFor family businesses, familiness constitutes a unique bundle of resources and capabilities resulting from family relationships and influences. The extant literature has shown that familiness impacts organizational outcomes such as performance and innovation. This paper investigates the role of familiness in relation to absorptive capacity (ACAP). It also explores the specificities of nonfamily members’ social capital when different knowledge management (KM) approaches are adopted.Design/methodology/approachAn exploratory comparative case study design is adopted. Data from three family firms based in the United Arab Emirates (UAE) provide the empirical setting for this study. The data were collected using semi-structured interviews, available documents, observations and company websites.FindingsOur results reveal that the role of familiness in relation to ACAP varies according to the adopted KM approach. Familiness targets the potential ACAP when an explicit KM approach is adopted, the realized ACAP when a tacit KM approach is adopted, and both potential and realized ACAPs when a strategic KM approach is adopted. Our results also show that family firms invest in KM processes that support knowledge exploration and/or exploitation.Originality/valueThis paper provides further evidence for the role of familiness. It moves beyond the study of familiness from a resource-based view and adopts a knowledge-based perspective to develop a better understanding of the role of familiness in relation to ACAP. It also improves our understanding of nonfamily members’ social capital in family firms.

Enterprise architecture breakthrough for telecommunications transformation: A reconciliation model to solve bankruptcy

Observations of communication service providers (CSPs) over the past five years have revealed that text services have reduced radically by around 75%, followed by voice services and the average revenue per user (ARPU). This condition signifies that telecommunications companies are being affected by digital disruption. A fundamental analysis of current business processes is thus necessary for future telecommunications success. In the area of corporate strategic management, studies on conversion of the Internet of Things (IoT)-based industry as a new customer are gaining popularity. This research analyzes the breakthrough operational activities through a customer-centric approach as well as end-to-end CSP business activities towards a new customer reconciliation model. The customer-centric activities address problem to solution and complaint to solution. In the future, CSPs are expected to have large numbers of newly registered customers from IoT-based industries. The strategic mechanism for transforming leaps from old business processes into new ones is a novel research subject using the business process management (BPM) method. Business process analysis has been facilitated by the Internationa Telecommunication Union (ITU) telecommunications standards body developed by TMForum as the global telecommunications industry association. This transformation involves development of organizational structure, business activities, technical specifications, information and communication flow, and operational schemes, modeled under the enterprise architecture strategic notation, whose result is a breakthrough enterprise architecture design for future telecommunications companies. The design contributes to strategic management knowledge on how collaboration between the telecommunications industry and other IoT-based industries is determined for real operations. This research presents a transformation scheme that can solve the potential problem of bankruptcy in the telecommunications industry through a case study of a smart city in the IoT-based industry.

Study the relationship between customer satisfaction and trust and return to medical centers by patients (Iraqi health tourists at Imam Reza hospital)

Objective: The population of this research managers and experts are active in Iran's automotive vehicle at the time of the study were 230 patients. Experts confirmed the content validity of the questionnaire academia and industry, to get the reliability, Cronbach's alpha coefficient has been obtained Cronbach's alpha reliability 86/0. Methodology: The method of analysis in this study will change the strategic management of knowledge in supply chain management by using models and methods such as SWOT green and fuzzy TOPSIS method, as a useful way to resolve conflicts and guiding managers to find the best way, we find. In fact, the traditional strategy of today's supply chain environment characterized by increased economic pressure and environmental responsibility on behalf of shareholders, not to work properly. Results: The aim of this study is the proper approach in order to intensify or modify a green supply chain strategy, supply chain strategies based on environmental, economic and social. Conclusion: After data analysis using descriptive statistics were the best strategy for the company's strategy ST (Aggressive) that prudent growth strategies or development with the participation of Iranian director Khodro discretionary and selective suggested.

Identify, Rank, analyze and implement green supply chain management approach to change (Case Study: Iran Khodro Automotive Group)

Objective: The population of this research managers and experts are active in Iran's automotive vehicle at the time of the study were 230 patients. Experts confirmed the content validity of the questionnaire academia and industry, to get the reliability, Cronbach's alpha coefficient has been obtained Cronbach's alpha reliability 86/0. Methodology: The method of analysis in this study will change the strategic management of knowledge in supply chain management by using models and methods such as SWOT green and fuzzy TOPSIS method, as a useful way to resolve conflicts and guiding managers to find the best way, we find. In fact, the traditional strategy of today's supply chain environment characterized by increased economic pressure and environmental responsibility on behalf of shareholders, not to work properly. Results: The aim of this study is the proper approach in order to intensify or modify a green supply chain strategy, supply chain strategies based on environmental, economic and social. Conclusion: After data analysis using descriptive statistics were the best strategy for the company's strategy ST (Aggressive) that prudent growth strategies or development with the participation of Iranian director Khodro discretionary and selective suggested.

Knowledge management strategies in companies: Trends and the impact of Industry 4.0

The existing business models essential for the creation of consumer value and, consequently, business competitiveness are now undergoing a transformation. Brand-new technological developments based on network integration, intelligent technology and flexible automation are becoming increasingly relevant: additional competitive opportunities appear, and knowledge management and intellectual capital management are becoming key business processes. When developing a strategic vision, it is important for companies to pick the relevant data out of the information flow about the external and internal environment and convert it into organizational knowledge, which is a core management resource. The paper analyses the experience of Russian and foreign companies in the introduction of scalable models focused on the widespread use of Industry 4.0 and establishes the principles and strategies of knowledge management that allow these companies to maintain their competitive positions in a strategic perspective. The theory of knowledge management and resource approach constitute the methodological framework of the present study. The general scientific methods of logical-structural analysis and systematization, as well as the contingency case study method were applied. The information base encompasses the case studies of six companies, retrieved from publicly available sources. The findings of the empirical research prove the feasibility of applying a situational approach to knowledge management: companies use different strategies for accumulating and sharing knowledge according to their maturity level and the area of implementation of Industry 4.0. Based on the results obtained, the authors develop a situational approach to the strategic knowledge management of companies that successfully apply the technologies of the Fourth Industrial Revolution. The theoretical and practical significance of the study lies in identifying common approaches to knowledge management under various conditions, which can be used to create the strategic vision of managers involved in the key decision-making process in companies.

Corporate social responsibility and strategic knowledge management as mediators between sustainable intangible capital and hotel performance

Although in recent years intangible assets are considered a basic factor of production, it is necessary to show that their mere possession will not always guarantee superior performance. Accordingly, based on the resource-based view of the firm and the intellectual capital-based view, this paper has a twofold purpose. First, it analyses the existing relationship between sustainable intangible capital and performance. Second, it analyses the role played by corporate social responsibility and strategic knowledge management as mediator capabilities in the relationship between sustainable intangible capital and performance. Three hypotheses are proposed and a quantitative methodology based on PLS on 120 Spanish hotels with three or more stars is used. The findings do not support the hypothesis that sustainable intangible capital directly influences hotel performance. However, the two mediating hypotheses are supported, showing that corporate social responsibility and strategic knowledge management act as mediators by creating the values, philosophy and necessary foundations for sustainable intangible capital to have a significant influence on hotel performance.

Investigating the Effect of Implementing the Lean Six Sigma on Organizational Performance Based on the Mediating Role of Strategic Knowledge Management with Structural Equation Modeling Approach

The main purpose of this study was to investigate the effect of implementing the lean six sigma on organizational performance with the strategic knowledge management as mediating variable in private hospitals in Tehran- Iran. The research method was based on purpose of applied research and in terms of data collection and the analysis method was survey-correlation. The statistical population of this study were 51 private hospitals in Tehran. Questionnaires were used for data collection. Structural equation modeling was used to analyze the data. The results showed that the implementation of the lean six sigma does not have a positive and significant effect on organizational performance; however, it is effective on the strategic knowledge management. On the other hand, strategic knowledge management has a positive and significant effect on organizational performance. Moreover, the implementation of the lean six sigma has a positive effect on the organizational performance through the mediating variable of strategic knowledge management. The research findings can be used to improve the Organizational Performance of Medical centers and private hospitals through the implementation of Lean Six Sigma.

Measuring, Visualizing, and Controlling Intangible Assets in Knowledge Management

This article focuses on the advancement of common tools in the field of measurement, visualization, and controlling of intangible assets. In this course, the fundamentals are the Boston Matrix, the McKinsey Portfolio, the life cycle analysis, and the SWOT analysis. The authors apply a hermeneutical and conceptual approach based on a literature review in order to design new instruments for portfolio analyses of intangible assets. The newly adapted tools are examined with respect to their adequacy for the strategic evaluation and development of knowledge bases in organizations. The authors introduce a Knowledge Matrix linked to a life cycle model of knowledge. Furthermore, the SWOT analysis is adjusted for the use in strategic knowledge management. The results of this paper shall be the groundwork for the implementation and evaluation of such tools in practice.

Looking for the Shape of Strategic Management Field - The Numbers Do Not Lie

Despite numerous attempts to systematically review different aspects of knowledge in strategic management, no studies have so far explored the shape of this field of science, based on scientometric measures with a view to testing its coherence. We argue that a quantitative analysis of the essential elements comprising a discipline would be precious in this light. Descriptive statistics on productivity and dominance were examined. An analysis of Lotka’s, Price’s, and Bradford’s Laws was conducted in their different versions and on various datasets, resulting in 35 different combinations. Compliance with theoretical Lotka’s distribution was tested. High producers, as established by Price’s Law, were presented jointly as ego networks (using social network analysis methods). High adherence to all laws was found. Stabilizing Lotka’s exponent indicates that strategic management achieved structural maturity, with a core consisting of authors publishing eight or more articles (obtaining more than one-third of citations), and vast periphery of authors responsible for one or two papers. There are five journals every strategic management scholar should be familiar with. The shape of strategic management seems to be determined by the loose and extensive periphery, and dense – but in terms of citations and integration – core.

RELATIONSHIP BETWEEN UNIVERSITY EDUCATION IN STRATEGIC MANAGEMENT AND CHESS IN A BOTH LEARNING PROCESS: AN APPROACH ACROSS LEARNING PATHS

Purpose – In this work, a reflexive experiential learning process is collected, which relates concepts the strategic management and learning the game of chess in a flipped classroom and blending learning process for the 2017/18 and 2018/19 courses. Research methodology – The method followed has been the initial approach of the learning curves and the time series of the analysis of learning patterns in the game of chess. Also, for the study of the relationship between the game of chess and its analogy with strategic management, we used a questionnaire, and we apply cluster and network analysis. Findings – The main results reveal the existence of different learning patterns (linear, quadratic, random walk), associated with the various skills of the students. Likewise, different learning groups have been identified concerning the times and learning levels by activities. The underlying idea is the motivation that the game of chess exerts on students to foster greater understanding. Research limitations – The limitations are related to the size of the classroom and the different initial levels of chess knowledge, which have been a real challenge to carry out this work. Finally, the combination of activities, between chess and strategic management knowledge is complicated to handle, requiring large doses of planning. These limitations are perhaps challenging to solve, although possible help could be associated with more teachers being involved in the process. Practical implications – The simultaneous learning of chess with the consequent increase of cognitive skills and Strategic Management concepts could intensify the motivation of the student and generate a virtuous circle that drives both areas. Originality/Value – This new experience in Spain contributes to filling a perhaps significant gap in the literature. In parallel, the practice of chess in the classroom has corroborated a level of commitment and motivation of students in the knowledge of the concepts of strategic management. The results achieved could suggest the incorporation of chess practice as a motivating factor in management subjects.

Boards in Information Governance

This Article charts the decline of the two leading twentieth-century paradigms of corporate governance: the agency-cost theory, which produced the limited “monitoring board,” and the “separate realms” theory, which deferred consideration of all matters other than profit to government regulation. Repeated stock market crashes and hedge fund activism have exposed the limits of the agency-cost theory. A global pandemic and financial crisis, investor demands for corporate social responsibility and stewardship, and corporations’ own participation in the political process have made separate realms thinking nearly irrelevant. We argue that, while much of corporate law theory remains constrained by these twin paradigms, the practice of board governance has largely moved beyond them. The economic shock of the COVID-19 pandemic, in particular, has sent public company boards into high gear, forcing them to look beyond stock prices, to engage the firm’s full capacity for information gathering and synthesis, and to actively command the firm’s systems of internal and external communication. Even before a global pandemic placed heightened demands on corporate boards, the trend toward information-based governance was well underway, catalyzed by new legal requirements, industry best practices, committee charters, fiduciary duties, and investor demands for more active board governance. It has been observable in audit committees’ increased participation in financial reporting, the expanding application of boards’ knowledge about the firm to strategic advising and to executive compensation decisions, and boards’ greater role in decision-making about risk management, legal compliance, and ESG matters. To capture the board’s investment in data gathering, deliberation, and reporting processes as constitutive of the firm’s status, and the board’s strategic management and authoritative deployment of knowledge and communication, we label this new board governance “informational governance.” Informational governance includes a robust role for corporate boards in communicative action—the active creation and deployment of the firm’s self-knowledge—recognizing an important, value-creating role for boards that has long been discouraged by the “monitoring board” conceit. Focusing on informational governance helps sharpen our understanding of the board’s role in corporate strategy, an overlooked subject in the corporate law literature, but one that has assumed new importance in the postpandemic era. We identify some areas in which the law is likely to evolve as this new, technologically-enhanced, information-rich paradigm continues to cohere.

COMBINING STRATEGIC MANAGEMENT WITH KNOWLEDGE MANAGEMENT: TRENDS AND INTERNATIONAL PERSPECTIVES

Knowledge management has emerged as a key lever for improving performance, boosting productivity and creativity and facilitating innovation in organizational settings. Knowledge Management is a modern multidisciplinary process of exploiting knowledge and information of an organization in order to achieve organizational objectives. The particular nature of knowledge management is proving to be a very useful tool in the field of strategic management providing valuable knowledge and information enforcing strategic planning. The aim of this paper is to analyze the interdependency between strategic management and knowledge management. By outlining the main strategic management perspectives in contemporary business literature and combining them with current knowledge management perspectives, an indication of the evolution of research pertaining to strategic knowledge management emerges. The article focuses on the synergies of knowledge-related capabilities in explaining the formation of strategic aspects.

Knowledge sharing practices among cataloguers in Nigeria's academic libraries

PurposeThe imperative role of cataloguing in libraries as the bedrock of information/knowledge organization, the need to manage and retain knowledge for strategic planning and better knowledge management (KM) frameworks, little or no information sharing in cataloguing units in federal university libraries in Nigeria, gave rise to this study. The purpose of this study is to identify knowledge sharing (KS) norms and factors that challenge KS practices among cataloguers to provide positive perspective and approach to KS in cataloguing sections of university libraries and improve KM frameworks for better service delivery.Design/methodology/approachBased on a qualitative survey design, this study examined KS norms, practices and challenges of cataloguers in five university libraries in south-west Nigeria. Data were collected through an open interview to gather in-depth information from 45 cataloguers. Given the small number of the cataloguing team in each library, an enlisting of all cataloguers (census survey) was pertinent for the study. Data collected were analyzed thematically, interviews transcribed and similar responses grouped to provide answers to research questions.FindingsThis study revealed KS norms to be somewhat inconsistent and informal than formal, though participants identified the crucial need for KS in their departments. Factors identified as challenges to KS: mood and pressure from work, participants seeing KS as a waste of time, the “know-it-all” attitude, tribal differences, lack of financial motivation, no formal training and mentoring programme, willingness to learn and copy cataloguing.Originality/valueThis study not only improves the dearth of literature on the issue of KS among cataloguers in Nigerian university libraries; but also provides definite perspective and approach to KS in university libraries' cataloguing section to improve KM frameworks for better service delivery.

Knowledge Management Practices as a Source of a Firm’s Potential and Realized Absorptive Capacity

This paper aims to assess the connections between knowledge management practices and a firm’s potential and realized absorptive capacities. We use hierarchical multiple regression to test our theoretical framework using survey data collected from 94 Russian firms. By critically reviewing the antecedents of particular absorptive capacity subsets at the managerial, intra-organizational and inter-organizational levels, our study reveals the key knowledge management practices—work organization, information technologies, learning mechanisms, training and development and strategic management of knowledge—that enhance a firm’s ability to acquire and assimilate knowledge (potential absorptive capacity) and to transform and exploit knowledge (realized absorptive capacity).

The evolution of knowledge navigator model: The construction and application of KNM 2.0

The knowledge management (KM) maturity model provides a framework against which both old and new KM initiatives can be assessed to determine whether they are capable of generating new knowledge. Knowledge Navigator Model (KNM) proposed in 2009 (Hsieh et al., 2009) has been promoted in Taiwan to assist organizations to evaluate their KM status, and also aided to be a diffusion platform for government, academic and practice to exchange their KM experience.However, for the past 10 years, the industrial environment has been constantly changing that has brought the developing of KM practice. This study described the evolution of KNM to become KNM 2.0 in terms of construction and application. Qualitative and quantitative research methods were conducted to construct the proposed three modules of KNM 2.0. A 139 cases survey was employed and the results reveal the applicability of KNM 2.0.Our research contributes to the body of concepts on KM maturity models that could evaluate the readiness of service-oriented knowledge economy, big data and smart factory, and strategic KM performance. The proposed KNM 2.0, with these features which are novel and rapidly expanding fields, has been developed as an online Knowledge Management Evaluation (KM evaluation) website available for the practice to use to better understand their overall value brought by contemporary KM. Moving forward, by using KNM 2.0 to continually collect the data from the industries in Taiwan, it is expected to obtain more information about the practical KM that keeps developing with the trends, and also keep playing the role to distribute the contemporary concepts of KM. The KM experience could be referenced and the methodology could be applied to other countries.