Knowledge Management as a strategic resource - an analysis of theoretical principles and managerial implications for creating and transferring knowledge to gain sustainable competitive advantagediplom.de, 2003. jan. 2. - 141 oldal Inhaltsangabe:Abstract: With the beginning of the 1990s, the knowledge era arrived and virtually no organisation can afford to neglect a thorough and methodical discussion on the idea of "managing knowledge". The importance and the prominent role knowledge plays today cannot be overemphasised. As we shall see later on, knowledge and the ability to leverage it provides a comprehensive source of competitive advantage. Keeping this idea in mind the subsequent research project is structured in three main parts. The first part provides an introduction into the field of knowledge. General ideas will be explained, definitions and rationalisations shall be provided. Part two is designed to examine the two central columns of knowledge management: the creation and the transfer of knowledge. In order to analyse both subjects in an entire, comprehensive way, the subsequent dissertation outlines differences and similarities between the two most prominent methodologies: the Anglo-Saxon and the Japanese approach. Within the third part it is intended to combine theoretical findings and pragmatic insights (although the whole paper is for the most part of theoretical nature, cf. research methodology) to develop managerial implications for knowledge management. To be precise, what are the prerequisites of knowledge management? In order to further develop the methodological approach, I structured the part in four points that I consider as the unconditional, complete preconditions for effective knowledge management: culture, HR issues, strategy, and process. The four issues ought to build the foundation for every successful knowledge management initiative. To underline theoretical results the appendix provides two case studies (Siemens and IBM Global Service) as well as a practical guide for measuring knowledge (from the American Productivity and Quality Centre). Generally speaking, the subject matter knowledge management is of profound interest within the discipline of strategic management. Literature on the topic is virtually impossible to count. Nevertheless, within the research paper I intend to concentrate on the most well-known and recognised scholars who worked and still perform on knowledge management. The objective of the subsequent paper is to provide an overview of one of the most difficult and noteworthy topics in strategic management and to examine and analyse different approaches as well as to develop own ideas of so-called key-success [...] |
Tartalomjegyzék
1 | |
7 | |
Knowledge Management Process Perspectives | 29 |
12 | 37 |
15 | 50 |
Managerial Implications | 53 |
19 | 57 |
22 | 68 |
24 | 74 |
Conclusions | 86 |
Knowledge and Knowledge Management Metrics | 110 |
Study | 113 |
Achievements | 121 |
Expand and support | 131 |
Más kiadások - Összes megtekintése
Knowledge Management as a Strategic Resource - an Analysis of Theoretical ... Thorsten Mühl Nincs elérhető előnézet - 2003 |
Gyakori szavak és kifejezések
approach APQC Balanced Scorecard behaviour best practices British Aerospace Chief Knowledge Officer client codification company’s concept core corporate databases Davenport/Prusak 1998 dimensions e-mail emphasise employees experiences explicit knowledge External knowledge externalisation focus focused Groupware Hill & Knowlton hK.net ideas implementation important individual innovation integrated intellectual capital interaction internal internalisation issues KM process KM program KM projects KM strategy KM system knowledge areas knowledge base knowledge conversion knowledge creation knowledge culture Knowledge Management knowledge sharing knowledge strategy knowledge transfer knowledge-creating knowledge-intensive firms KPMG managing knowledge McKinsey measures middle managers models networks Nonaka Nonaka/Konno Nonaka/Takeuchi 1995 organisational learning organization overall people-to-documents personalisation perspective pilot require role sharing knowledge Siemens socialisation Source Stage Step strategic management strategic Resource success sustainable competitive advantage tacit and explicit tacit knowledge top-management transferring knowledge understand Wiig Zack