2002
DOI: 10.1002/kpm.143
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A case study on the implementation of a knowledge management strategy oriented to innovation

Abstract: A critical aspect of business management is the successful creation of processes which drive the development of a continuous flow of innovation, to give a basis for competitive advantage. To reach this goal, the establishing of a knowledge management (KM) strategy may be considered the best way to channel the organization's efforts to this end. Knowledge management is understood in a wide sense as a process of overall change in the organization, focused on innovation, and especially related to the participatio… Show more

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Cited by 84 publications
(53 citation statements)
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References 16 publications
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“…One might expect KM to influence many different aspects of OP. KM has been linked positively to OP (Tanriverdi, 2005;Francisco & Guadamillas, 2002;Lapre & Wassenhove, 2001). Becerra-Fernandez, et al, (2004) discussed the impact of KM processes on people, processes, products and OP.…”
Section: Research Modelmentioning
confidence: 96%
“…One might expect KM to influence many different aspects of OP. KM has been linked positively to OP (Tanriverdi, 2005;Francisco & Guadamillas, 2002;Lapre & Wassenhove, 2001). Becerra-Fernandez, et al, (2004) discussed the impact of KM processes on people, processes, products and OP.…”
Section: Research Modelmentioning
confidence: 96%
“…The former includes knowledge acquisition and assimilation, whereas the latter includes the transformation of knowledge and its actual use. Forcadell and Guadamillas (2002) stress how absorptive capacity requires similar levels of technical development for both transmitter and recipient, thus ensuring the quality of assimilation of the intervening knowledge. The quality of the process is tied to the specificity of the knowledge, the degree of formalization and the results obtained.…”
Section: Absorptive Capacitymentioning
confidence: 99%
“…Davenport and Pursak (2000) [2] notice organizational culture as the fundamental index to evaluate success of knowledge management within organizations; such that successful [10]; [40]; [26]; [17]; [24]; [44]; [35]; [19] Culture [10]; [40]; [24] Structure [10]; [17]; [18]; [24]; [44]; [35], [26]; [19]; [52] Strategy and Leadership [40]; [26]; [18]; [19]; [10] Human Resource [40]; [26]; [17]; [19]; [24]; [10]; [35] Information Technology knowledge management in the organization depends on its value in the organizational culture [2]. Trust, participation, encouragements, participation leadership and forces to develop organizational goals are considered in relation with organizational culture [30]. Organizational culture is formed and supported through inter-related components of strategy, individuals, process and structures [31].…”
Section: Culturementioning
confidence: 99%