Introduction
(All) Organizations have one way other the capabilities through the integration of tacit and explicit knowledge. However, to become competitive advantage or ‘succeed’ in accomplishing the goals set by the organization, management will have to endeavor in knowledge management and dynamic capabilities in order to expand their learning capacities. In this perspective, Smith and Prieto (2008) elaborated in their article the attempt of integrating these two crucial elements (knowledge management and dynamic capabilities) for effective organizational learning. The following section deciphers through a brief analysis of Smith and Prieto (2008) article:
Easterby-Smith and Prieto (2008) Article Analysis
The authors preceded by providing
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First, there is the social aspect; which highlights the element of how members are able to use the explicit knowledge integrated into the organization in everyday routine work. Secondly, there is the storage aspect of such the use of IT infrastructures, managerial procedures, inter alia. Hence, the manner these two are effectively integrated or managed will affect the knowledge that is formed to create value. Dierkes, et al. (2003) indicated that managers act as ‘change agent’ as the sustainability of dynamic capabilities and knowledge management.
Another perspective in knowledge management is the contingency framework, inter alia. The authors summarized these various perspectives of both the dynamic capabilities and knowledge management in figure 1., also provided the elements of overlap between the two.
The authors indicated that through the exploration and exploitation of knowledge is that the two topic is able to be linked. For example, the organization will endeavor to explore (new) knowledge and once acquired (capabilities), the organization will exploit the knowledge acquired which will develop into dynamic capabilities integrated within the
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However, in evaluating the literature there may be some level of linkage in which the adequate management of knowledge (tangible and intangible/ explicit and tacit knowledge) will surge capabilities, which can result to competitive advantage. The organization exists in a social context where members interact to accomplish organizational goals. The attainability of the managers is crucial to glue these elements. Teece and Pisano (1994) stated “managers coordinate or integrate activity inside the firm. How efficiently and effectively internal coordination or integration is achieved is very important…” (Teece and Pisano,
"In a landmark 1945 essay on "The Use of Knowledge in Society," Frederick Hayek spoke about the time we spend in on-the-job learning, and about the unique "knowledge of people, of local conditions, and of special circumstances" we each accumulate through our work" (Arthur, Defillippi, & Lindsay, 2008, p. 365). The enabling the presence and growth of knowledge workers are the technological developments of information systems to improve ideally the productivity of various tasks. Knowledge is "one of the most important driving forces for business success" (Mansour, Alhawari, Talet & Al-Jarrah, 2011, p. 684). As an IT discipline, knowledge management is experiencing a history and evolution since the early 90's. The composition of the development of knowledge management systems include
...s and partly, to gain a competitive advantages in the global market. Thus, the company spends billions of dollars in innovative research activities to add new knowledge into the existing knowledge.
New effective strategies and advance breakthrough in technology via research and development department can make them “market-king” (opportunities)
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
Company’s leaders have a desire to learn and cultivate a curiosity for new dimensions of knowledge, becoming...
This wider definition relates the application of knowledge to the wider processes of business practices i.e. the production and promotion of goods and services. Further it indicates how technological de...
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.
Along with the rapid development of economy and society, the companies have to own skills to adapt, cater, and transfer new knowledge, and try to modify their activities to reflect insights. Strategic management evolves
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
Pasher, E., & Ronen, T. (2011). The complete guide to knowledge management: A strategic plan to leverage your company 's intellectual capital. Hoboken, N.J: John Wiley & Sons.
In order to survive in the competitive environment of today’s business world, it is imperative for organisations to cope with uncertainty and unrest. The strategies pertaining to survival /coping are the result of accumulated/ acquisition of new knowledge that occurs through learning (Bhaskar & Mishra, 2014). An organisation’s ability in learning, applying and spreading new insight has been persuaded as the fundamental strategic capability (Fiol & Lyles, 1985). Bontis et al. (2002) noted that in order to continue to exist in today’s complex environment, organisations must learn efficiently and effectively. The rate at which individuals and organisations learn is the leading source of competitive advantage (Stata, 1989). Thus, learning is pondered
of a firm to attain new forms of competitive advantage (Müller, 2011). It is due to these
Resources are organization’s productive assets and capabilities are what an organization is capable of doing. The relationship between resources and capabilities of a company forms a competitive advantage. Capabilities and resources help in gaining value and competitive advantage over competitors.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
This strategy emphasizes the use of an organization’s resources and capabilities to achieve a core competence that cannot be imitated by competitors. Furthermore, the resource based school argues that if an organization distinctively improves its internal capability; that is being able to have effective inside machinery to deliver products and services to customers, the organization will enjoy a massive advantage in the market. This school also argues that in order to have a competitive advantage, an organization must have resource and capabilities that are sophisticated to those of competitors (QuickMBA, 2010).