Knowledge Organizations

Liebowìtz, Jay; Beckman, Tom

doi:10.4324/9781003076001

Cited by 9 publications

(2 citation statements)

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“…Grant (1996) and Vithessonthi and Thoumrungroje (2011) finds knowledge generation and its efficient use is crucial for a firm. Liebowitz and Beckman (1998) have argued that knowledge management must be included in the strategic goal of the firm to improve the outcomes.…”

Section: Antecedents Of Strategic Thinkingmentioning

confidence: 99%

Antecedents of strategic thinking and its impact on competitive advantage

Dixit¹,

Singh

Dhir

et al. 2021

JIBR

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Purpose This study aims to identify the antecedents of strategic thinking and its relationship with competitive advantage. Further, this study analyses the mediating effect of strategic thinking between its antecedents and competitive advantage. Design/methodology/approach A self-reported questionnaire with 51 questions was floated among 220 professionals from various industries in India. The response was analysed using the partial least squares-structural equation modelling methodology using SmartPLS software. Findings The direct effect of creativity, corporate culture and knowledge management are established with strategic thinking, as well as a competitive advantage. Also, the study finds a significant relationship between strategic thinking and competitive advantage. The study finds no mediation (direct effect) in the case of creativity, corporate culture and knowledge management. Further, no mediation (no relationship) is found in the case of vision. Practical implications Business must start adopting strategic thinking practices in their decision-making process to create a competitive advantage. Further, the influence of corporate culture, creativity and knowledge management on strategic thinking highlights their importance. Originality/value The study establishes the impact of antecedents of strategic thinking on competitive advantage. The study highlights the importance of other factors along with strategic thinking for achieving competitive advantage.

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Section: Antecedents Of Strategic Thinkingmentioning

confidence: 99%

Antecedents of strategic thinking and its impact on competitive advantage

Dixit¹,

Singh

Dhir

et al. 2021

JIBR

View full text Add to dashboard Cite

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“…For example, knowledge is not depleted when used or lost when transferred (Dalkir, 2013). Furthermore, knowledge is plentiful, but the ability to use it is scarce and much of an organisation's valuable knowledge walks out the door at the end of the day (Dalkir, 2013;Liebowitz & Beckman, 2020).…”

Section: Introductionmentioning

confidence: 99%

Performing a Knowledge Audit Within a South African Chemical Manufacturer

Hechter,

Smuts

2024

International Journal of Knowledge Management

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Despite the increased efforts of organisations to implement knowledge management (KM) initiatives, many fail. Performing a knowledge audit before embarking on KM activities increases the probability of success. In this interpretive case study, the authors applied a modified version of the knowledge audit methodology developed by Perez-Soltero et al. to a South African (SA) veterinary medicine, fine chemical, and pharmaceutical manufacturer. The authors engaged members of the organisation in focus group sessions and individual interviews to identify knowledge assets related to core processes within the organisation. They used the data from the focus groups and individual interviews to identify and articulate many of the knowledge assets at the core of the organisation's current success. In addition, the process of conducting a knowledge audit and making the steps explicit while adjusting for context, may inform researchers and practitioners in terms of knowledge audit approach.

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