Knowledge: the key to organisational survival

Raeside, Robert; Walker, John

doi:10.1108/09544780110366105

Cited by 16 publications

(6 citation statements)

References 12 publications

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“…In further research, we believe that it would be reasonable to extend TAM with the influential factors of organizational orientation, specifically with the multidimensional variables that we have formed in the present study. Since aCRM IS uses extensive databases of statistical data on customers, the increasing need for the knowledge of statistical tools and methods is expected (Raeside and Walker, 2001). We believe that when analysing the analytical tools of an aCRM IS, the knowledge and skills of the statistical tools should be considered and TAM should be expanded to also include this aspect.…”

Section: Discussionmentioning

confidence: 99%

Factors Influencing Attitudes Towards the Use of CRM’s Analytical Tools in Organizations

2016

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Background and Purpose: Information solutions for analytical customer relationship management CRM (aCRM IS) that include the use of analytical tools are becoming increasingly important, due organizations' need for knowledge of their customers and the ability to manage big data. The objective of the research is, therefore, to determine how the organizations' orientations (process, innovation, and technology) as critical organizational factors affect the attitude towards the use of the analytical tools of aCRM IS. Design/Methodology/Approach: To measure the orientation of the organization (process, innovation, and technology), we redesigned the existing scale, which was validated using exploratory factor analysis. In the next phase, we created a model by which we examined the impact of the organization's stance in relation to the use of the analytical tools of aCRM IS, where we used multiple regression analysis. The model was verified on a sample of Slovenian Organizations (n=105), which use the analytical tools of aCRM IS for analyzing the data they have on their customers and business partners. Results: In the study we found that all critical factors of the organization, specifically process, technology, and innovation orientation, have a positive impact on the attitudes towards using the analytical tools of aCRM IS. Innovation orientation is particularly important and has the strongest influence on the attitude towards using the analytical tools of aCRM IS. We found that innovation orientation on new ideas, methods, and approaches has the strongest effect, followed by the impact of innovation orientation on acceptance of novelty. Conclusion: The more innovation-, technology-, and process-oriented organizations are, the more positive their attitude towards using the analytical tools of aCRM IS. The study is particularly important for organizations that are introducing an aCRM IS into their business system.

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Section: Discussionmentioning

confidence: 99%

Factors Influencing Attitudes Towards the Use of CRM’s Analytical Tools in Organizations

2016

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“…The awareness of Nigerian telecommunication organizations of the importance of knowledge as a strategic resource for competitive advantage is well exemplified in the findings from this study. Their affirmation of knowledge as the main resource in achieving productivity and competitive advantage is in line with the findings of other similar studies (Choi and Lee, ; Bontis, , ; Raeside and Walker, ). Moreover, the overwhelming acknowledgement of the sampled telecommunications organizations of the need to appoint a chief knowledge officer (CKO) is in agreement with the findings of Bontis ().…”

Section: Discussionmentioning

confidence: 99%

Knowledge Management Practices in the Nigerian Telecommunications Industry

Suraj

Ajiferuke

2013

Knowl Process Manag

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The main objective of the study was to examine how Nigerian telecommunications organizations leverage knowledge in achieving organizational performance and competitive advantage. Forty organizations were selected by using stratified random sampling from the 150 organizations in the Nigerian telecommunications industry. Twenty‐nine of the selected organizations agreed to participate in the study, and questionnaires were then distributed to 14 senior executives in each of these organizations. Four hundred and six questionnaires were returned, but only 329 complete ones were used for analysis. The results from the study showed the following: that there is poor management of human capital in the Nigerian telecommunications industry; that lack of effective communication appears to be the bane of structural capital management in the industry; that most of the telecommunications companies in Nigeria have had a long‐term relationship with their customers; and that Nigerian telecommunications organizations are familiar with knowledge management as a concept. The results also showed slight differences among the six groups of organizations in their management of intellectual capital with the Local Exchange operators and National Carrier as the best and worst performers, respectively. In conclusion, it is suggested that Nigerian telecommunications organizations should strive to provide a conducive and an enabling working environment, where people can share ideas about work without being shut down by bosses and bureaucrats, and that they should try harder to implement their customers' suggestions, especially when such suggestions have to do with meeting the customers' needs. Copyright © 2013 John Wiley & Sons, Ltd.

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“…Although much has been written about knowledge, knowledge sharing and informal networks in organisations (Raeside and Waker 2001;Swart and Kinnie 2003;Vorakulpipat and Rezgui 2008), little attention has been paid in the literature to the potential impact of downsizing and restructuring on organisational knowledge or knowledge sharing in this context. Since previous research reports poor outcomes from downsizing and restructuring strategies (Cascio 2002;Lee and Corbett 2006), the current study sought to identify whether the consistently reported issues and poor results are associated with the effect downsizing and restructuring may have on knowledge sharing and organisational knowledge.…”

Section: Knowledge Sharingmentioning

confidence: 99%

Knowledge sharing: implications for downsizing and restructuring outcomes in Australian organisations

Sitlington

2012

Asia Pac J Human Res

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Although downsizing and restructuring are topics of interest to both scholars and practitioners, little research has examined the impact of knowledge management and knowledge sharing on the outcomes of such events. With the growing importance of knowledge management to HRM practitioners, this research looks at the impact of knowledge sharing and the resulting organisational knowledge on the effectiveness of organisations after downsizing or restructuring. As well as being of concern to organisations undergoing downsizing or restructuring, this issue will become increasingly relevant as the ageing population exits the workforce in large numbers over coming years. Data were collected from over 600 \u27survivors\u27 of downsizing and restructuring across Australia and were analysed from the perspective of those who made and/or implemented downsizing or restructuring decisions and of the general population of employees affected by these events. Findings suggest the decision-maker group places greater importance on formal knowledge sharing mechanisms while the general population relies more heavily on informal networks. This may result in insufficient support being provided for informal knowledge networks, with adverse organisational results

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Knowledge: the key to organisational survival

Cited by 16 publications

References 12 publications

Factors Influencing Attitudes Towards the Use of CRM’s Analytical Tools in Organizations

Factors Influencing Attitudes Towards the Use of CRM’s Analytical Tools in Organizations

Knowledge Management Practices in the Nigerian Telecommunications Industry

Knowledge sharing: implications for downsizing and restructuring outcomes in Australian organisations

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