Market extension and knowledge management strategies of knowledge-intensive business services

Bettiol, Marco; Maria, Eleonora Di; Grandinetti, Roberto

doi:10.1057/kmrp.2011.35

Cited by 25 publications

(29 citation statements)

References 41 publications

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“…Prior related knowledge influences absorptive capacity, and is nourished in turn by absorbed knowledge. It is in the switch from tacit to codified -what Nonaka & Takeuchi (1995) call 'externalization' -that the enterprise's knowledge codification capability comes into play (Furlan et al, 2007;Bettiol et al, 2011). On the other hand, the firm's relational capability is what enables it to access external resources effectively, including knowledge (Schiuma & Lerro, 2008); in general terms, it represents the ability to develop and manage a network of relationships successfully (Lorenzoni & Lipparini, 1999;Furlan & Grandinetti, 2011).…”

Section: Absorptive Capacity Relationships and Knowledge Codificatiomentioning

confidence: 99%

Absorptive capacity and knowledge management in small and medium enterprises

Grandinetti

2016

Knowledge Management Research & Practice

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Studies on knowledge management have generated an awareness that it is fundamentally important for small-and medium-sized enterprises (SMEs) to be able to exploit sources of knowledge outside the firm by means of external relationships, but this understanding has not been followed up by an adequate theoretical and empirical research effort to analyse the role of relationships in an SME's knowledge management processes. The present contribution first sketches this gap on the grounds of the available literature reviews. Then it proposes a framework -focusing the concept of absorptive capacity -with a view to filling this theoretical gap. Finally, based on the proposed framework, two specific topics of considerable importance to SMEs are discussed: (i) how capabilities are developed in the start-up phase of a new venture; and (ii) knowledge processes in geographical clusters.

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Section: Absorptive Capacity Relationships and Knowledge Codificatiomentioning

confidence: 99%

Absorptive capacity and knowledge management in small and medium enterprises

Grandinetti

2016

Knowledge Management Research & Practice

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“…Стратегия кодификации, напротив, приводит к отчуждению знаний от индивидов, их накопление и хранение в электронных базах данных. Кодифицированные зна- ния могут легко распространяться в пределах организации и использоваться лю-бым авторизованным участником рабочего процесса [Bettiol, Di Maria, Grandinetti, 2011]. Характеристики двух стратегий управления знаниями приведены в табл.…”

Section: взаимодействие стратегий управления знаниями и стратегий упрunclassified

“…1. Хранение знаний С о с т а в л е н о п о: [Hansen, Nohria, Tierney, 1999;Choi, Lee, 2003;Scheepers, Venkitachalam, Gibbs, 2004;Greiner, Böhmann, Krcmar, 2007;Storey, Hull, 2010;Bettiol, Di Maria, Grandinetti, 2011;De Toni, Nonino, Pivetta, 2011;Kumar, Ganesh, 2011;Powell, Ambrosini, 2012;Kim et al, 2014;Merat, Bo, 2013;Cohen, Olsen, 2015;Mangiarotti, Mention, 2015;Venkitachalam, Willmott, 2015;Obeidat et al, 2016].…”

Section: взаимодействие стратегий управления знаниями и стратегий упрmentioning

confidence: 99%

The Integration of Strategic Resources of a Company in the Context of the New Economy: A Conceptual Model

Sokolov¹,

Zavyalova²

2018

Vestnik SPbSU. Management

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ИНТЕГРАЦИЯ СТРАТЕГИЧЕСКИХ РЕСУРСОВ ОРГАНИЗАЦИИ В УСЛОВИЯХ НОВОЙ ЭКОНОМИКИ: КОНЦЕПТУАЛЬНАЯ МОДЕЛЬСанкт-Петербургский государственный университет, Российская Федерация, 199034, Санкт-Петербург, Университетская наб., 7/9 В условиях новой экономики компании сталкиваются с необходимостью эффектив-ного управления сотрудниками и организационными знаниями как важнейшими стра-тегическими ресурсами. В статье с позиций ресурсной концепции рассматриваются три типа стратегических ресурсов фирмы: система управления человеческими ресурсами, человеческий капитал и знания. Несмотря на наличие между ними тесной взаимосвязи, их предшествующая концептуализация осуществлялась преимущественно в рамках от-дельных исследовательских направлений. Проведенный анализ позволил выявить клю-чевые векторы взаимосвязи между этими типами ресурсов и оценить их роль при раз-личных стратегиях управления знаниями и человеческими ресурсами. Результаты ана-лиза легли в основу дискуссии о комплементарности различных стратегий управления знаниями и стратегий управления человеческими ресурсами.Ключевые слова: ресурсная концепция фирмы, управление человеческими ресурса-ми, управление знаниями, человеческий капитал, новая экономика. THE INTEGRATION OF STRATEGIC RESOURCES OF A COMPANY IN THE CONTEXT OF THE NEW ECONOMY: A CONCEPTUAL MODEL D. N. Sokolov, E. K. ZavyalovaSt. Petersburg State University, 7/9, Universitetskaya nab., St. Petersburg, 199034, Russian Federation Based on the resource-based view of the fi rm, the paper introduces the conceptual analysis of the interrelationships between the key internal strategic resources of a fi rm: human resource management systems, human capital and knowledge. Th e considered resources were mainly analyzed by the previous research within the separate disciplinary domains and therefore may benefi t from cross-domain integration. We build the conceptual scheme of interrelationships between strategic resources and discuss how these interrelationships may vary under diff erent knowledge management (codifi cation/personalization) and human resource management (control/commitment) strategies. Based on the analysis, we introduce four diff erent confi gurations of strategies: "codifi cation -control", "personalization -commitment", "codifi cation -commitment", and "personalization -control" and anticipate potential benefi ts of complementary confi gurations. Th e contribution of the study to the scholarship is in the conceptual explanation of the previous research fi ndings on positive eff ects of complementary strategies and negative

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“…regarding how these concepts relate to each other provides a theoretical gap that this paper seeks to address. In addition, this study focuses on knowledge intensive business service (KIBS) firms where the complexity of the underlying knowledge is particularly important (Nordin et al, 2011), used to create value (Leiponen, 2006) and where the underlying services were posited to be more customised than traditional firms Doloreux, 2008, Bettiol et al, 2012) as well as being seen to employ standardisation (Tether et al, 2001, Bettiol et al, 2012, Sundbo, 2002 and modularisation (Bettiol et al, 2011, Sundbo, 2000, Peters and Saidin, 2000. Another key site selection criterion was that the firms chosen would employ information and communication technologies (ICT) as this has been identified as enabling customisation through developing individualised relationships with customers (Rust and Miu, 2006) was well as replacing service encounters (Glushko andNomorosa, 2013, Paluch, 2014) through self-service (Ostrom et al, 2015) by standardising services (Rust and Huang, 2014).…”

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confidence: 99%

A Knowledge-Based Framework for Service Management

Walsh

O’Brien

2017

J. Info. Know. Mgmt.

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The purpose of this paper is to investigate how information and communication technologies are used for service standardisation, customization, and modularization by knowledge intensive service firms through the development and empirically validation of a knowledge-based framework. This paper uses 59 in-depth interviews, observational data, and document analysis from case studies of three service related departments in high-technology, multinational KIBSs.Prior research does not conceptualise the relationships between service customisation, standardisation and modularisation. This paper seeks to overcome this gap by integrating insights from research on the role played by both knowledge and ICTs to construct and validate a framework to deal with this gap. It outlines the implications for service firms use of ICT to deal with increasing knowledge intensity as well as indicating the circumstances under which service knowledge is best customised, standardised and modularised. Further testing in other industries would prove useful in extending the usefulness and applicability of the findings.The originality of the paper lies in developing and validating the first framework to outline the relationship between how service knowledge is customised, standardised or modularised and indicating the associated issues and challenges. It emphasises the role of knowledge and technology. The value of this framework increases as more firms deal with increasing knowledge intensity in the services they provide and in their use of ICTs to reap the benefits of appropriate knowledge re-use.

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Market extension and knowledge management strategies of knowledge-intensive business services

Cited by 25 publications

References 41 publications

Absorptive capacity and knowledge management in small and medium enterprises

Absorptive capacity and knowledge management in small and medium enterprises

The Integration of Strategic Resources of a Company in the Context of the New Economy: A Conceptual Model

A Knowledge-Based Framework for Service Management

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