Knowledge Management Processes in International Joint Ventures: A Case of an Airport Operator Firm

Atalay, Murat; Sarvan, Fulya

doi:10.1016/j.sbspro.2014.09.085

Cited by 5 publications

(7 citation statements)

References 36 publications

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“…Moreover, the enhanced connectivity provided by e-collaboration between partners promotes jointly generating new knowledge; accessing and acquiring knowledge from collaborating partners to complement each other’s missing knowledge (Atalay and Sarvan, 2014); adopting the best practices from leading organizations, uncovering relevant knowledge and applying it contributes to knowledge utilization of firms (Theriou, 2009).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Newly obtained information and knowledge, new ideas and situations encountered in work environment leads to development of new skills, effective and efficient techniques for problem solving and to strengthen competitiveness (Atalay and Sarvan, 2014) simplifies continuous organizational learning (Halawi et al , 2005) and enables interaction and trust among partners. Trust reduces transaction costs and reduces the needs for governance mechanisms and contracts (Barringer and Harrison, 2000).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…On the other hand, as buying certain skills could be difficult because of its tacit nature (Mowery et al , 1996), collaborating with firms may acquire such skills and could even promote new competencies (Barringer and Harrison, 2000). Tacit knowledge is nonverbal and not yet abstracted from practice, may belong to a person, or may be embedded within the firm’s culture, can only be acquired by experience sharing among employees, observation and copying (Atalay and Sarvan, 2014; Nonaka, 1994), and technical trainings. The transfer of tacit knowledge among partners is fastened by strong ties, shared values and systems between SC partners (Atalay and Sarvan, 2014).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Tacit knowledge is nonverbal and not yet abstracted from practice, may belong to a person, or may be embedded within the firm’s culture, can only be acquired by experience sharing among employees, observation and copying (Atalay and Sarvan, 2014; Nonaka, 1994), and technical trainings. The transfer of tacit knowledge among partners is fastened by strong ties, shared values and systems between SC partners (Atalay and Sarvan, 2014).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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Collaboration: the key to gain value from IT in supply chain

Alsaad

Yousif

Al-Jedaiah

2018

EMJB

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Purpose The purpose of this paper is to investigate the role of electronic collaboration (e-collaboration) including information sharing, resource sharing and joint knowledge creation in value creation within pharmaceutical supply chain (SC) and achieving competitive priorities for pharmaceutical companies in Jordan. Design/methodology/approach A descriptive analytical methodology was used through a comprehensive review of published and unpublished work from secondary sources of information in the areas of specific interest: e-collaboration and competitive priorities. The study was conducted at Jordan Food and Drug Administration (JFDA) (of which many pharmaceutical companies are linked electronically through JFDA workflow system). Data were collected (using paper questionnaire) from 90 electronically collaborating pharmaceutical companies and 81 complete responses were received, forming a 90 percent response rate. The analysis of collected data was performed using partial least square structure equation modeling. Findings The results of the analysis indicated that e-collaboration dimensions, information sharing and resource sharing, have a positive impact on competitive priorities, while joint knowledge creation was not significantly related to them. The results suggest that value creation in SC electronic systems is contingent on mutual resource synergy and joint collaboration among trading partners. Research limitations/implications The sample size for this study does not include all pharmaceutical companies in Jordan, as this electronic linkage within the pharmaceutical companies is at its early stage. Moreover, competitive priorities examined in this research are limited to a single industry context. Practical implications This study offers a new insight into information technologies (IT)/business values that can be beneficial to IT and SC managers. By proposing the association between e-collaboration activities and competitive priorities, IT and SC managers are provided with a useful tool to link IT with collaborative activities that lead to value creation. To the best of the authors’ knowledge, this research is one of the early studies about e-collaboration in pharmaceutical SC and competitive priorities in Jordan. As such, managers of manufacturing companies can use the outcome of this study to establish more collaborative partnerships within their SCs. This research contributes to encouraging pharmaceutical firms to focus on their export and marketing capabilities regionally and abroad which would establish a globally competitive pharmaceutical technology industry in Jordan. Social implications It reveals that the adoption of IT alone to manage SC relationships is not sufficient to generate value. Both information- and resource-sharing activities are the core to do so .The results suggest that value creation in SC electronic systems is contingent on mutual resource synergy and joint collaboration among trading partners. The results of the analysis indicated that the dimension of e-collaboration, joint knowledge creation, was not significantly related to competitive priorities. Originality/value This study offers a contextual contribution. To the best of the authors’ knowledge, this research is one of the early studies about e-collaboration in pharmaceutical SC and competitive priorities in Jordan.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

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Collaboration: the key to gain value from IT in supply chain

Alsaad

Yousif

Al-Jedaiah

2018

EMJB

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“…Research and case studies have been conducted to measure the impact of knowledge management on innovation in various national and international airports (Zaim, Bayyurt, Tarim, Zaim, & Guc, 2013;Atalay & Sarvan, 2014;Cegarra-Navarro, 2015). The main factors that influence knowledge management and innovation in organizations include human resources management, information technologies, organizational culture, leadership, learning, information technologies, processes, and organizational structure.…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Knowledge Management Processes on Service Innovation in International Airports in the Kingdom of Saudi Arabia

Al-Jayyousi

Almahamid

2019

AGJSR

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Purpose: The purpose of this study is to examine the impact of knowledge management processes on service innovation in international airports in the Kingdom of Saudi Arabia. Approach: The study applied a quantitative method to collect data via a questionnaire. A total number of 1493 questionnaires were distributed by two methods: 785 were paper copies and 708 online google forms. Out of 708 electronic questionnaires, only 85 were returned, while out of 785 paper-based questionnaires, 230 were collected. Results: The results showed that knowledge management processes (creating, sharing, and application) have a positive and significant impact on service innovation. Also, results showed that knowledge management processes (creating, sharing, and application) have a positive and significant impact on organizational creativity. Furthermore, organizational creativity acts partly as a mediator between knowledge management creation and service innovation. The results support the main role of knowledge management processes as a catalyst of knowledge-based innovation in Saudi international airports. Recommendations: Finally, the research recommends conducting such a study on airports in other countries in the GCC. Moreover, the study recommends building the capacity of human capital and to motivate employees to enhance organizational creativity in the airport sector. Originality: Developing and testing a new model that links knowledge management processes and organizational creativity with services in the GCC context.

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