Creating strategic capabilities: organizational learning and knowledge management in the new economy

Dimitriades, Zoe S.

doi:10.1108/09555340510607361

Cited by 72 publications

(56 citation statements)

References 37 publications

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“…Given the 'stickiness' of knowledge (Von Hippel, 1994), its elusiveness, complexity and resistance to definition (Tsoukas & Vladimirou, 2001), it is unsurprising that a broad range of organisational knowledge theories and management approaches have emerged in recent years (Baets, 2005;Choo & Bontis, 2002;Dimitriades, 2005). Nevertheless, however difficult it is to define, capture or manage, the desired outcome for organisations is to bring about changed understandings in their employees, as individuals, collectively and as organisational units.…”

Section: Crises Dmos and Knowledge Managementmentioning

confidence: 99%

Knowledge management: the missing link in DMO crisis management?

Blackman

Kennedy

Ritchie

2011

Current Issues in Tourism

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Despite some recognition of the role of DMOs in crisis management, limited attention has focused on the role of Destination Marketing Organisations (DMOs) in crisis events, and in particular their role in managing knowledge across diverse stakeholder groups and domains. This theoretical paper attempts to address this deficiency by synthesising knowledge management and tourism crisis management literature, to outline the potential role of DMOs in managing knowledge across boundaries during crises. Carlile's (2004) work on boundary spanning is used to consider potential organisational and management issues for DMOs dealing with crisis events and how they should be managed. The paper argues that because of the role and nature of DMOs they should play an important role as knowledge spanners/brokers to transfer, translate and transform knowledge to stakeholders. The paper concludes with future research avenues related to knowledge management, DMOs and crises.

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Section: Crises Dmos and Knowledge Managementmentioning

confidence: 99%

Knowledge management: the missing link in DMO crisis management?

Blackman

Kennedy

Ritchie

2011

Current Issues in Tourism

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“…Authors that cited components mentioned above are: Fredrickson (1983), Hax and Majluf (1991), Schmidt (1995), Podnar (2005), Manderscheid (2005), Dimitriades (2005), Bayerlein (2005), Melewar and Karaosmanoglu (2006), and Service (2006).…”

Section: Methodology: the Firms Under Studymentioning

confidence: 99%

Web pages as a tool for a strategic description of the Spanish largest firms

Llopis

González

Gascó

2010

Information Processing & Management

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Abstract:The need for this study lies in the assumption that an in-depth examination of the map site of a firm that has a well-developed website can provide patterns about its corporate strategy through all the elements surrounding the organisation, and even a primary source for benchmarking. This technique has made it possible to identify the key issues in the strategic management of the most excellent large Spanish firms and also to describe trends in this sense.The methodology used consisted in a content analysis of the web pages of the Ibex35 companies of the Spanish Stock Market. Rather than focusing on the breakdown of businesses developed by each corporation, it was thought more appropriate to assess their respective corporate principles, as this would allow a better identification of the underlying managerial, organisational and strategic realities of these organisations. As a conclusion we can say that thanks to this technique, it has been possible to identify the key issues in the strategic management of the most excellent large Spanish firms. Additionally, it is shown how this way of working can be generalised to any group of enterprises.Keywords: Web Pages, Internet, Strategic Management, Large Firms, Spain. 2 Justification of the studyIt cannot be denied that the website of a firm is an essential tool both for the people who develop their professional activity there and for the third parties that have relationships with it.Thus, Matherly and Burton (2005) point out that every company seems to have a website which contains at least a brief description of its operations and a list of its products. Some websites provide additional information, such as the company's market share, its mission statement and financial reports, while others go even further.The advantages offered by the use of this technology are evident for the firms, and also for the researchers who want to approach their reality since, according to Weischedel and Huizingh (2006), catalogues can be changed once a year but websites can be updated on a daily basis. Products can be added, texts changed, photos included, and links and pages inserted or All these studies illustrate how firm websites can represent a direct source for the development of interesting research works in the management area. From this point of view, an in-depth examination of the map site of a firm that has a well-developed website can provide patterns about its corporate strategy through all the elements surrounding the organisation.Under this argument, if we understand benchmarking as comparing the current performances and practices with others in the same area of interest or business (Bramham, 3 1997), we could identify the best practices of other organisations so that it can be implemented in one's own strategic operations. In parallel with this, we must remember with Mintzberg (1978), Ansoff (1987) and Segars and Grover (1999) that strategic planning has long been recognised as one of the most important activities of top management.In this way, the literature p...

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“…Handzic [21] emphasises that even the GO's complex interactions influences the knowledge stocks of the organisation. Three studies on the Malaysian government showed a need for knowledge sharing practices, after knowledge economy strategy that was set ten years ago [10] [22]. Another work in Pakistan GO's recently carried by Abbass et al [23] revealed a significant high relationship between the complexity of the government organisation practices and KM practices.…”

Section: Km Influence On Government Organizations and Their Initiativesmentioning

confidence: 99%

“…OL represent the capacity to change, through continuous improvement that is based on lessons learned from mistakes and learning from best practices [31]. OL is argued to be the source of organisational capability that can enhance the areas of experimentation, risk taking, external environment interaction and participative decision-making that lead to better organisational dialogue [10]. Chawla and Joshi [1] note that even the KM best practices can create OL for improving governmental organisation performance.…”

Section: Km Influence On Organisational Learningmentioning

confidence: 99%

“…The economic performance of a country depends on government organisations' competitiveness since they are the major employer and provider of services that directly influence the economy through economic policy and support which affects both the cost of inputs and social services [9]. To be successful in the new economy, organisations need to be capable of innovating and adopting far more quickly and effectively than their counterparts [10].…”

Section: Introductionmentioning

confidence: 99%

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The Influence of Knowledge Management on Learning in Government Organisations

Buheji¹,

Al-Hasan²,

Thomas³

et al. 2014

AJIBM

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There has been a tendency for government organizations to become competitive due to instability in modern economies. Accordingly, Knowledge Management (KM) has been rapidly growing in the past decade as a source of influence on organisational development practices. In the past decade research approaches largely failed to show the importance of KM initiatives in creating synergy with other initiatives to an extent that would lead towards organizational competitiveness. This paper investigates whether KM holistically influences organisational learning, specifically in the context of the government sector. In order to understand the relationships between KM and organisational learning identified in the literature and increasingly used in practice, a quantitative survey approach was undertaken using a series of researcher-developed scales. Based on the literature review Organisational Learning (OL) was identified to be important in relation to KM, and a conceptual framework was designed to test the concept of the holistic influence of KM on organisational learning. Some 625 valid responses were collected from top and middle management from 54 government organizations in the Kingdom of Bahrain, and the model was statistically tested according to the research hypotheses by regression analysis then Structural Equation Modelling (SEM). The results reveal strong and significant correlations amongst organisational development practices. Even though the holistic influence of the model could not be confirmed, findings show positive KM influence on organisational development practices, thus KM is an essential factor for government organisations. As well as illustrating KM as an important source of influence, this study establishes a new direction that helps to integrate all governmental organisations' initiatives in relevance to organisation development practice leading to better competitiveness. The research makes a novel contribution since it increases the probability of a holistic approach model that brings support for decision makers to enhance overall government organizations' competitiveness. The scale developed for the model tested can be generalised and used as a self assessment tool for organisational practices in KM. The work sets a baseline for KM practices in M. Buheji et al. 658the Government of Bahrain and similar GCC Governments that can act as a reference for researchers on KM, learning and competitiveness in emerging economies. The model needs further investigation in future research to explore the missing variables to make it "fit for purpose". This concept of a holistic model needs to be further subjected to empirical investigation to explore its viability. The major limitation of this research is because it has addressed only the government sector in one country.

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Creating strategic capabilities: organizational learning and knowledge management in the new economy

Cited by 72 publications

References 37 publications

Knowledge management: the missing link in DMO crisis management?

Knowledge management: the missing link in DMO crisis management?

Web pages as a tool for a strategic description of the Spanish largest firms

The Influence of Knowledge Management on Learning in Government Organisations

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