Alhamoudi 2010 Knowledge Management: The Strategic Application Of Knowledge Management

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Alhamoudi 2010 Knowledge Management is the strategic application of integrated managerial strategy, which combines the explicit (IT) and tacit (people) knowledge with organizational process to create, store, share, and apply knowledge assets from the different sources (internal and external) of knowledge to make the right decisions in order to gain the strategic objectives. There are many motives that lead organizations to adopt the knowledge management model, Kaur et al., 2012 shown examples of these motivations like enhances the creation and sharing of tacit knowledge, improves internal collaboration, share best practice, provide competitive intelligence and it is considered as a source of sustained competitive advantage. King, 2009…show more content…
As Moradi et al., 2012; Čihovská & Hvizdová, 2011 said the idea of knowledge sharing is very important as it helps in maximizing the wide framework of benefit through distributing it to many individuals within the organization and formulating a new system of wealth creation. Knowledge Management can be seen a multi-dimensional construct that includes many components that Knowledge Management discipline enhancing frequently. Lawson 2003 arranged some of authors and their proposed Knowledge Management processes in the following table, which displayed the changes and the improving in this…show more content…
The internal resources such as their employee 's mentality that gained from their experience or education, database of organization, or some multimedia like images, video, and sound. That either authored from scratch or acquired by some means. The external resources like academic dissertations, outsourcing, brain hunting, hiring specialized experts, acquiring others intellectual properties and reverse engineering. Marquette 2006; in Heaidari 2011; they referred to two interesting points on this stage (1) the information obtained for any resources need to conceptual filters regarding the organization norms and values, because this filtering reflects on organizational decisions. (2) Some of achieved knowledge is an acquired randomly or resulted from organization
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