Knowledge management as enabling R&D innovation in high tech industry: the case of SAITWoojong Suh; J.H. Derick Sohn; Jun Yeon Kwak
2004 Journal of Knowledge Management
doi: 10.1108/13673270410567594
The purpose is to present a knowledge management model for R&d organizations and discuss how to employ it for their innovation. This paper first derives generic elements for effective KM implementation through literature reviews. Then, considering the elements, this paper develops an integrative KM model for enabling R&D innovation. Next, this paper analyzes the case of Samsung Advanced Institute of Technology (SAIT), which has performed KM‐based innovation activities on the basis of the model presented in this paper. Finally, this paper discusses the lessons and implications from SAIT’s knowledge management initiatives. To achieve KM‐based innovation successfully in an R&D organization, its generic characteristics should be considered essentially in designing KM activities. From the case analysis of SAIT KM which employs this perspective, the following critical success factors are found: KM measurements metrics to stimulate a strong relationship between KM activities and the organization’s competitiveness, knowledge templates to enable the consistent management of core knowledge, various information group activities to generate meaningful new ideas, and IT systems and rules to satisfy researchers’ individual aspiration for self development. The research limitations/implications are that to generalize the usefulness of the proposed model, more cases need to be analyzed. The practical implications are that the proposed R&D KM model and analyses on the real‐life KM case of SAIT may be employed as significant benchmarking information in other R&D organizations. This paper presents an integrative KM model considering the generic features of R&D organizations.
Knowledge management in non‐profit organizationsEmanuele Lettieri; Francesca Borga; Alberto Savoldelli
2004 Journal of Knowledge Management
doi: 10.1108/13673270410567602
The non‐profit sector is at present involved in a deep renewal process. Non‐profit organizations are required to deliver tailored and high‐quality services in order to overcome environmental complexity and scarcity of resources. In this context, non‐profit organizations are being called to reengineer their core processes and organizational paradigms. To achieve excellence, all available resources should be managed with increased effectiveness and efficiency, the most important of these being knowledge. This paper contributes to the literature about the role which knowledge management plays in achieving excellence in the non‐profit sector. In particular, the main results from an explorative survey of Italian non‐profit organizations are formalized and discussed.
Strategic knowledge benchmarking system (SKBS): a knowledge‐based strategic management information system for firmsJosé María Viedma Marti
2004 Journal of Knowledge Management
doi: 10.1108/13673270410567611
In accordance with the resource‐based view and the activity‐based view, sustainable competitive advantages are mainly due to core knowledge that, together with tangible and (especially) intangible resources, develops competitive products and services through the appropriate activities and processes of the value chain. Strategic knowledge benchmarking system (SKBS) is a knowledge‐based strategic management information system framework that has been built drawing direct inspiration from both the above‐mentioned perspectives and tries to refine the classic strategic SWOT analysis. This paper carefully describes OSKBS, one of the two versions of SKBS, and shows the main benefits to be obtained from the systematic use of OSKBS. The SKBS system has been successfully piloted in more than 40 small and medium size European enterprises.
Linking business level strategy with activities and knowledge resourcesPeter Massingham
2004 Journal of Knowledge Management
doi: 10.1108/13673270410567620
Increasingly, managers are becoming aware of the importance of knowledge resources in pursuing international business strategy. Knowledge provides the capability to identify, examine and capture market opportunities. It develops competence in important activities and helps resolve problems. Knowledge is also changing the way firms compete, particularly in international business where opportunities to create value are shifting from managing tangible assets to managing knowledge‐based strategies. This shifting competitive landscape is being driven by the speed of competition. Firms require a framework for managing knowledge resources in dynamic and rapidly changing market conditions. This article uses a case study approach to examine knowledge management for an Australian firm with operations throughout Asia. Based on depth interviews with the firm’s 20 most senior executives, we developed a knowledge management strategy for the firm’s international business operations that aimed to address these issues. Our model explains a process for managing knowledge in order to achieve a quantum change in international business strategy. This is particularly important in international business as firms’ recognize the need for different strategic approaches in overseas markets. Our model extends Kaplan and Norton’s concept of strategic themes to incorporate the strategic management imperative of value creating activities. In doing so, it provides a way to link strategy and knowledge resources in order to achieve significant strategic change.
Innovation in the knowing organization: a case study of an e‐commerce initiativeChun Wei Choo; Ray Johnston
2004 Journal of Knowledge Management
doi: 10.1108/13673270410567648
This paper explores the dynamics of information‐ and knowledge‐based activities in one of the world’s leading foreign exchange banks and its development of an innovative online trading system. These activities are analyzed using the framework of “the knowing organization,” which postulates that learning and innovation in organizations result from managing holistically the activities of sensemaking, knowledge creation, and decision‐making (Choo, 1998, 2002). In sensemaking, project members at the bank were driven by their shared beliefs about the competition, customers and technology to enact the challenge of building an online dealing system. Knowledge creation focused on filling perceived gaps, and involved both expanding non‐traditional capabilities within the group and acquiring expertise from outside the group. Decision making at the enterprise level to approve the project was formal and procedural, while decision making at the operational level was open and entrepreneurial. As predicted by the model, the interactions between these activities were vital. The outcome of sensemaking provided the context for knowledge creation and decision making, while the results of knowledge creation provided expanded resources for decision making. The three sets of activities were integrated through strong leadership, group norms of trust and openness, and a set of shared vision and values.
Managing knowledge: the link between culture and organizational learningSusana Pérez López; José Manuel Montes Peón; Camilo José Vázquez Ordás
2004 Journal of Knowledge Management
doi: 10.1108/13673270410567657
Aims to analyze how the organizational culture impacts knowledge management, organizational learning and ultimately the performance of the firm. The degree to which collaborative culture influences organizational learning and performance is investigated for 195 Spanish firms. The technique used was structural equation modeling (SEM). The results show, first of all, that collaborative culture encourages the development of organizational learning, which at the same time, has a significant effect on business performance. And, second, it is highlighted that collaborative culture does not constitute in itself a source of competitive advantages. Collaborative culture must modify, through learning, the organization’s guidelines and attitudes in order to improve competitive performance. Perhaps the most significant limitation of the study is associated with the use of cross‐sectional data. While we presented and tested models in which we assumed a causal flow from collaborative culture to organizational learning to organizational performance, there is the possibility that these relationships may occur in reverse order. In future researches it would be interesting to analyze the influence that other variables, such organizational structure, leadership and corporate strategy have on learning. The establishment of a knowledge strategy can be determined by a global approach, which affects all fields in organization. For knowledge management initiatives to be truly effective must take into account the social contexts in which learning take place. Culture need to be re‐examined in light of its role in managing the overall organizational learning infrastructure. This study provides empirical evidence for the hypothesis that collaborative culture influences organizational learning which in turn influences business performance. The current study provides some understanding of the manner in which collaborative culture influence organizational outcomes.
Knowledge flow transfers in multinational corporations: knowledge properties and implications for managementPatricia Ordóñez de Pablos
2004 Journal of Knowledge Management
doi: 10.1108/13673270410567666
The aim of this paper is to analyze knowledge flows transfer within multinational corporations. In particular, it is focused on to what extent multinational companies can replicate headquarters’ human resource management systems in subsidiaries. This paper is structured into three major sections. The paper analyzes the transfer of knowledge flows in multinational companies. To analyze this “old problem” and shed light on its solution, the paper draws on the knowledge‐based view of the firm and reviews both seminal and recent contributions to this field of research. This paper develops a conceptual framework for the analysis of knowledge transfer at international level. It also examines the influence of four human resource management models (exported, adapted, hybrid and open models) on organizations. It addresses particular factors that influence the transferability of organizational knowledge such as the features of this knowledge and both organizational and national culture. Afterwards, these issues are addressed in the scenario of North‐American and Japanese multinational corporations. Multinational firms face important challenges in the actual economic environment. On the one hand, the firm must learn how to exploit its specific resources either acquired in the country of origin or in foreign markets. On the other hand, these firms cannot forget that the source of sustained competitive advantage takes place in the variety of skills and the diversity of knowledge, no in these resources homogeneity. Finally, multinational firms can benefit from international fertilization, because knowledge exploring and exploitation activities are closely relationed with the concepts of synergies, interdependence and interactive organizational learning. That is, the organizational capacity to innovate is the result of the interrelation among the units that form the firm. This paper offers a knowledge‐based view of the firm to help managers with the management of knowledge flows in multinational companies.
Knowledge sharing in context: the influence of organizational commitment, communication climate and CMC use on knowledge sharingBart van den Hooff; Jan A. de Ridder
2004 Journal of Knowledge Management
doi: 10.1108/13673270410567675
Determining which factors promote or impede the sharing of knowledge within groups and organizations constitutes an important area of research. This paper focuses on three such influences: “organizational commitment,” “organizational communication,” and the use of a specific instrument of communication – computer‐mediated communication (CMC). Two processes of knowledge sharing are distinguished: donating and collecting. A number of hypotheses are presented concerning the influence of commitment, climate and CMC on these processes. These hypotheses were tested in six case studies. The results suggest that commitment to the organization positively influences knowledge donating, and is in turn positively influenced by CMC use. Communication climate is found to be a key variable: a constructive communication climate was found to positively influence knowledge donating, knowledge collecting and affective commitment. Finally, a relationship was found that was not hypothesized: knowledge collecting influences knowledge donating in a positive sense – the more knowledge a person collects, the more he or she is willing to also donate knowledge to others. Based on these results, a number of theoretical and practical implications are discussed, and suggestions for further research are presented.