A framework for evaluating economics of knowledge management systems

Shin, Minsoo

doi:10.1016/j.im.2003.06.006

Cited by 118 publications

(81 citation statements)

References 111 publications

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“…Specifically, many strategists believe that knowledge resources, rather than traditional physical resources such as land, equipment, and raw materials, are a business's primary capital and the most important input to an organization's value-creation process. The concept of knowledge resources mainly builds on an extension of the RBV (namely, the knowledge-based view), and has clear importance to the "knowledge economy" (Shin, 2004;Felin & Hesterly, 2007). Knowledge economy refers to using sophisticated knowledge in all fields of human-related activities wherein critical intellectual capital is strategically combined and integrated to improve an organization's effectiveness and efficiency (Alavi & Leidner, 2001).…”

Section: Knowledge-based Viewmentioning

confidence: 99%

Examining Knowledge Management Enabled Performance for Hospital Professionals: A Dynamic Capability View and the Mediating Role of Process Capability

Wu¹,

Hu²

2012

JAIS

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Section: Knowledge-based Viewmentioning

confidence: 99%

Examining Knowledge Management Enabled Performance for Hospital Professionals: A Dynamic Capability View and the Mediating Role of Process Capability

Wu¹,

Hu²

2012

JAIS

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“…Many studies recognize the positive impact of KM strategies but few provide conclusive evidence (Becerra-Fernandez and Sabherwal, 2001) or even a weak significance of the relationship between the two (Chen, Feng and Liou, 2004). Shin (2004) underlines that the high costs generated by the implementation of such a strategy may impede a firms' performance. The absence of a positive relation may also be explained by the significant delay usually associated with the return on investment of such a long term maturity strategy.…”

Section: Organizational and Product Innovationsmentioning

confidence: 99%

The link between non‐technological innovations and technological innovation

Mothe

Thi²

2010

European Journal of Innovation Management

169

127

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PurposeThis paper aims to provide evidence of the major role of non‐technological activities in the innovation process. It seeks to highlight the effects of marketing and organizational innovation strategies on technological innovation performance.Design/methodology/approachThe paper tests theoretical hypotheses on a sample of 555 firms of the Fourth Community Innovation Survey (CIS 4) in 2006 in Luxembourg. Data are analyzed through a generalized Tobit model.FindingsEvidence is found to support the impact of innovation in the marketing and organization fields on a firm's capacity to innovate, but not on the innovative performance. The paper also statistically shows that the effects of non‐technological innovation differ depending on the phase of the innovation process.Research limitations/implicationsThe causal link and the question of time frame between the various innovations could be further investigated, especially through longitudinal studies. Further research should also focus on the differences between large versus small firms, and service versus industrial firms.Practical implicationsThe effects of non‐technological innovation are not the same according to whether the firm is in the first step of the innovation process (i.e. being innovative), or in a later step (i.e. innovative performance). Managers should be aware of these various effects in order to efficiently adopt non‐technological innovation strategies.Originality/valueFew works have taken into account the role of other innovative strategies such as marketing and organization. As far as is known, this is the first study based on recent CIS data that looks at the interrelations between different types of innovation.

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“…In sum, knowledge management can be understood as a set of processes formally set and directed by an organization to increase the probability that employees' knowledge is really used to ensure and further improve competitiveness of the organization. A similar opinion has Shin (2004) who says that organizations suppose that knowledge management will help them to increase organizational effectiveness, efficiency and competitiveness. Further, Haas and Hansen (2007) mention three indicators of the productivity of knowledge work that are critical in many knowledge-intensive organizations: time saved by leveraging the firm's knowledge resources, enhanced work quality as a result of utilizing knowledge, and the ability to signal competence to external constituencies as a result of leveraging knowledge.…”

Section: Knowledge Managementmentioning

confidence: 81%

Measuring Knowledge

Matošková¹

2016

JOC

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Knowledge is a key to creating a sustainable competitive advantage. Measuring knowledge of an organization as a unit allows for, in addition to other things, benchmarking it against other organizations as well as comparing the development within the organization in the course of time. Additionally, measuring the knowledge of individuals and groups helps identify key workers and can also be used when recruiting a new work force, while evaluating employees' work performances, or to check the course of the adaptation of a new employee. Even though the field of measuring knowledge belongs, in comparison with other topics, among the lesser-developed fields in the management of knowledge, a number of approaches that can be used to measure knowledge have been introduced. The aim of this study is to present an overview of methods which can be applied when measuring the knowledge of organizations, groups or individuals and thus provide a practical list of methods which feature in literature mostly for practitioners and novices in this field. The study is based on a content-analysis of literature.

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A framework for evaluating economics of knowledge management systems

Cited by 118 publications

References 111 publications

Examining Knowledge Management Enabled Performance for Hospital Professionals: A Dynamic Capability View and the Mediating Role of Process Capability

Examining Knowledge Management Enabled Performance for Hospital Professionals: A Dynamic Capability View and the Mediating Role of Process Capability

The link between non‐technological innovations and technological innovation

Measuring Knowledge

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