Making the Most of Your Company's Knowledge: A Strategic Framework

Krogh, Georg von; Nonaka, Ikujiro; Aben, Manfred

doi:10.1016/s0024-6301(01)00059-0

Cited by 381 publications

(248 citation statements)

References 17 publications

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“…Initially we used the knowledge management process as a broad organizing framework, focussing on activities associated with knowledge attainment and utilization (Grover and Davenport, 2001;Nonaka and Teece, 2001;von Krogh et al, 2001). This helped us develop a set of focused questions to interrogate the data set.…”

Section: Analytic Approachmentioning

confidence: 99%

Dynamic Client Portfolios as Sources of Ambidexterity: Exploration and Exploitation Within and Across Client Relationships

Bednarek¹,

Burke²,

Jarzabkowski³

et al. 2016

Long Range Planning

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This paper explains how dynamic client portfolios can be a source of ambidexterity (i.e. exploration and exploitation) for knowledge intensive firms (KIFs). Drawing from a unique qualitative dataset of firms in the global reinsurance market, we show how different types of client relationships underpin a dynamic client portfolio and become a source of ambidexterity for a KIF. We develop a process model to show how KIFs attain knowledge by segmenting their client portfolios, use that knowledge to explore and exploit within and across their client relationships, and dynamically adjust their client portfolios over time. Our study contributes to the literature on external sources of ambidexterity and dynamic management of client knowledge within KIFs.Keywords: Ambidexterity, client relationship management; knowledge intensive firms, strategic business relationship, exploration and exploitation Accepted for publication at Long Range Planning 2 IntroductionSince March's (1991) seminal work, the concept of organizational ambidexterity -the concurrent pursuit of exploitation, "the development of things already known", and exploration, the development of new knowledge (Levinthal and March, 1993, p. 105;Lavie et al., 2010) -has captured the imagination of organizational scholars. Ambidexterity is considered critical for organizational success and yet also extremely difficult to achieve within a single organization (Andriopoulos and Lewis, 2010;He and Wong, 2004;Raisch and Birkinshaw, 2008). In response to this recognized difficulty in achieving ambidexterity internally, interest in the role of external relationships in enabling ambidexterity has recently burgeoned, primarily with a focus on strategic alliances (e.g. Koza and Lewin, 1998;Lavie and Rosenkopf, 2006;Raisch and Birkinshaw, 2008;Rothaermel and Deeds, 2004). Yet, we still have much to learn about other external sources of ambidexterity, foremost among them client relationships. Initial studies highlight clients as sources of knowledge (Im and Rai, 2008), but tell us little about how knowledge is attained and used within and across client relationships to enable ambidexterity over time.The literature on knowledge-intensive firms (KIFs), by contrast, has developed some understanding of how firms can use client relationships for their own knowledge development (Bettencourt et al., 2002;Fosstenløkken et al., 2003;Skjolsvik et al. 2007). 1 Such KIFs critically rely on their ability to create, preserve and replenish a stock of valuable knowledge that they apply in their knowledge-based services (Alvesson, 1995;Moore and Birkinshaw, 1998;Starbuck, 1992;Von Nordenflycht, 2010). KIFs thus offer a useful context in which to study the potential of client relationships to fuel exploration and exploitation. Client knowledge can be a source of both exploration and exploitation within KIFs (He and Wong, 2005;Levinthal and March, 1993;Lavie et al., 2010); either refining existing knowledge, such as improving an existing solution, or 1 To maintain the authenticity of our data we ...

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Section: Analytic Approachmentioning

confidence: 99%

Dynamic Client Portfolios as Sources of Ambidexterity: Exploration and Exploitation Within and Across Client Relationships

Bednarek¹,

Burke²,

Jarzabkowski³

et al. 2016

Long Range Planning

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“…On the other hand, client and supplier organizations also have their individual strategic goals. With strategic goals we mean business goals such as efficiency, innovation, and risk management [16] that are pursued by companies to ensure competitiveness and profitability.…”

Section: Actors and Their Perspectivesmentioning

confidence: 99%

Requirements Traceability across Organizational Boundaries - A Survey and Taxonomy

Rempel

Mäder

Kuschke

et al. 2013

Requirements Engineering: Foundation for Software Quality

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Abstract. [Context and motivation]Outsourcing of software development is an attractive business model. Companies expect cost reduction, enhanced efficiency, and exploited external resources. However, this paradigmatic shift also introduces challenges as stakeholders are spread across distinct organizations. [Question/problem] Requirements traceability supports stakeholders in satisfying information needs about developments and could be a viable way of addressing the challenges of interorganizational development. While requirements traceability has been the subject of significant research efforts, its application across organizational boundaries is a largely unexplored area. [Principal ideas/results] We followed a qualitative research approach. First, we developed a taxonomy identifying the needs of inter-organizational traceability. Second, we conducted semi-structured interviews with informants from 17 companies. Eventually, we applied qualitative content analysis to extract findings that supported and evolved our taxonomy. [Contribution] Practitioners planning and managing inter-organizational relationships can use our findings as a conceptual baseline to effectively leverage traceability in those settings. Effective traceability supports projects in accomplishing their primary goal of maximizing business value.

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“…Therefore, the efficient management of knowledge, as an organization's strategic resource, is critical for organizational success (Ipe 2003). It is proven by the previous literature on management, which has seen a boom in dealing with organizational knowledge as an intangible dimension of organizations (Von Krogh et al 2001). Liao et al (2007) explained that in order for an organization to learn new techniques, develop core competencies, solve problems and evaluate new situations, knowledge remains an important resource.…”

Section: Introductionmentioning

confidence: 99%

Mediation Effect of Knowledge Management Enablers on the Relationship between Organizational Characteristics and Entrepreneurial Orientation

Baskaran

2018

GADJAH MADA INT. J. BUS.

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Abstract:The main aim of this study is to investigate the mediating effect of knowledge management enablers between the organizational characteristics and entrepreneurial orientation of employees. The study considered three constructs, namely: Knowledge management enablers, organizational characteristics and entrepreneurial orientation, to formulate the framework for this research. A quantitative approach was adopted in the study. Data were collected through a web-based online survey. The population of the survey was estimated to be around 300 employees from three cement manufacturing organizations in the state of Johor, Malaysia. A 70.4 per cent response rate was achieved. Five hypotheses were formulated and tested in the study. A simple multiple regression was used to analyse the data. All five hypotheses were supported, confirming that there is a partial mediation by the knowledge management enablers, as well as by the corresponding dimensions between organizational characteristics and entrepreneurial orientation. In addition, the implications of this study are also discussed, apart from the avenues for future research in the area of entrepreneurial orientation.

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Making the Most of Your Company's Knowledge: A Strategic Framework

Cited by 381 publications

References 17 publications

Dynamic Client Portfolios as Sources of Ambidexterity: Exploration and Exploitation Within and Across Client Relationships

Dynamic Client Portfolios as Sources of Ambidexterity: Exploration and Exploitation Within and Across Client Relationships

Requirements Traceability across Organizational Boundaries - A Survey and Taxonomy

Mediation Effect of Knowledge Management Enablers on the Relationship between Organizational Characteristics and Entrepreneurial Orientation

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