Linking knowledge management and innovation management in e-business

Lee, Ming Chang; Chang, To

doi:10.1504/ijil.2007.011690

Cited by 30 publications

(19 citation statements)

References 29 publications

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“…Likewise, the juxtapositioning of opposite truths is becoming generally accepted (cf. Firat and Venkatesh, 1995) which, e.g., is demonstrated in practice by the emergence of new and successful business models in saturated markets (Lee and Chang, 2007;Gottschalk, 2006). In sum, what is accepted as a right and useful process for one KBO can be found impeding and henceforth false by another similar KBO (Davenport, 2005;Drejer, 2008).…”

Section: Ontological Foundationmentioning

confidence: 99%

Learning styles and organisational development in practice: an exploratory study of how learning styles and individual learning strategies can facilitate organisational development

Brix

Lauridsen

2012

IJIL

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Abstract:Issues of innovation and knowledge management are often treated from an organisational learning perspective. As a complement to this, there is a vast potential in the strategic enhancement of individual learning by implementing learning styles profiles and creating personal learning strategies for management and employees in a knowledge-based organisation. Based on an action-research case study, we offer an example of how learning styles affects individual learning and thus personal knowledge creation in practice. The paper argues that innovation and knowledge management is enhanced and facilitated in practice by working with the learning styles of individuals and groups/teams. Keywords: learning styles; personal knowledge management; organisational development; learning; incremental innovation.Reference to this paper should be made as follows: Brix, J. and Lauridsen, K.M. (2012) 'Learning styles and organisational development in practice: an exploratory study of how learning styles and individual learning strategies can facilitate organisational development', Int.

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Section: Ontological Foundationmentioning

confidence: 99%

Learning styles and organisational development in practice: an exploratory study of how learning styles and individual learning strategies can facilitate organisational development

Brix

Lauridsen

2012

IJIL

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“…Their strategic priority would be the technologies that improve their innovation capacity but also those that increase their flexibility and reduce their new products' time-to-market (Aragón-Sánchez and Sánchez-Marín, 2005), this objective being well-suited for e-commerce. Ass these firms benefit from collaborating with partners in the design of new products and services (Lee and Chang, 2007), an e-collaboration capability would be very appropriate for them, while it would be less important for Analyzers and not required by Defenders. Thus, it is assumed that the Prospectors' ideal e-business profile would include ecommunication, e-commerce, e-intelligence and e-collaboration, hypothesising in this last case that all four types of e-business capabilities will jointly contribute to improving organisational performance.…”

Section: Research Model On E-business Alignmentmentioning

confidence: 99%

Enabling the business strategy of SMEs through e‐business capabilities

Raymond

Bergeron

2008

Industrial Management &Amp; Data Systems

191

119

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SMEs face pressures from an increasingly competitive business environment. They are called upon to implement strategies enabled and supported by information technologies and e-business capabilities. Based upon the Internet and Web technologies, these capabilities are identified in the form of e-communication, e-commerce, e-intelligence and e-collaboration. From a contingency theory perspective, and using survey data obtained from 107 Canadian manufacturing SMEs, this study examines the alignment of e-business capabilities with business strategy, based on Miles and Snow's strategic typology. The performance outcomes of this alignment in terms of growth, productivity and financial performance are also examined. Results indicate that the ideal e-business profiles vary in the relation to the firms' strategic orientation, whether it is of the Defender, Analyzer or Prospector type.

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“…This capital is focused on system installation, structure and current trend of business (Chen et al 2004), and can be classified into organizational culture, organizational learning, functional processes and information systems. Firms can identify the customer priorities through structural capital and by using information systems (Paiva, Goncalo 2008;Lee, Chang 2007). This capital is one of the main principles in creating learning organizations.…”

Section: Intellectual Capitalmentioning

confidence: 99%

Casting a Resource-Based View on Intangible Assets and Export Behaviour

Nasab

Farhangnejad

Naysary

2013

Business, Management and Education

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Abstract. Prosperous companies in the 21 st century have come to know the necessity of intangible assets as an important factor to achieve sustainable competitive advantage and constant presence in the international markets. Hence, the purpose of this paper is to examine intangible assets and evaluate its relationship with export behaviour in terms of export intensity (Export-Sales Ratio) and export type (Permanent, Occasional & Periodical). The population under study includes all export firms during 2002 until 2010 in Yazd province, Iran. Research data were collected by questionnaire and in order to answer the research questions and testing hypotheses, MCDM techniques (i.e. AHP & TOPSIS) and statistical analysis (i.e. ANOVA) were utilized. According to the research results, human capital, relational capital, technological capital, corporate reputation, and structural capital placed as the first to the fifth significant factors respectively. Findings revealed that there is a significant difference between the permanent and occasional presence in the international markets regarding intangible assets; as the mean of intangible assets in the firms with permanent export is higher than the mean of intangible assets in the firms with occasional export. However, there is no significant difference between intangible assets and the export intensity.Keywords: export behaviour, intangible assets, resource-based view, sustainable competitive advantage.Reference to this paper should be made as follows: Tabatabaei Nasab, S. M.; Farhangnejad, M. A.; Naysary, B. 2013. Casting a resource-based view on intangible assets and export behaviour, Business, Management and Education 11(2): 315-332. http://dx.doi.org/bme.2013.18 JEL Classification: M30, M31.

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Linking knowledge management and innovation management in e-business

Cited by 30 publications

References 29 publications

Learning styles and organisational development in practice: an exploratory study of how learning styles and individual learning strategies can facilitate organisational development

Learning styles and organisational development in practice: an exploratory study of how learning styles and individual learning strategies can facilitate organisational development

Enabling the business strategy of SMEs through e‐business capabilities

Casting a Resource-Based View on Intangible Assets and Export Behaviour

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