Strategic alignment of knowledge management and value creation: implications on to an oil and gas corporation

Costa, Roberto George Godinho da; Rezende, José Francisco de Carvalho

doi:10.1016/j.rauspm.2017.11.001

Cited by 9 publications

(5 citation statements)

References 13 publications

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“…Whatever the roles of each PMO are in connection to knowledge management, it seems clear that there is a need to coordinate the knowledge processes and outcomes at each level and throughout the whole organization, since there is empirical evidence that knowledge management affects business value through knowledge alignment (Costa and Rezende, 2018). Knowledge sharing is essential to achieve alignment and a common understanding because "congruence of knowledge cannot readily be achieved without sharing" (Reich et al, 2014).…”

Section: Knowledge Governance and Pmosmentioning

confidence: 99%

Dimensions of knowledge governance in a multi-PMO project context

Sanz

Ortiz‐Marcos

2019

IJMPB

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Purpose Knowledge is recognized to be a key asset to achieve the strategic objectives of an organization. To that end, it is necessary to count on governance mechanisms that ensure the alignment between the knowledge resources and processes and the business strategy. Given that knowledge management is often performed by project management offices (PMOs), the purpose of this paper is to explore if the dimensions for PMOs governance suggested in the literature are also valid for knowledge governance and what problems do exist. Design/methodology/approach This research has been done using case study methodology. A large complex project in the IT industry was deeply analyzed. This project brings together most of the elements that can be found in current organizational contexts (e.g. geographical dispersed project teams, multicultural environment, technical complexity, etc.), thus reinforcing the applicability of the results obtained. Findings The study findings indicate that knowledge flows between PMOs take place along the dimensions defined for PMO governance, thus confirming the suitability of those dimensions also for the governance of knowledge. This research also validates the connection between the barriers to knowledge sharing and the knowledge governance mechanisms, and provides empirical evidence of the importance of informal knowledge governance to foster knowledge sharing behaviors. This is of key importance to overcome daily operational issues. The observations made are, in fact, valuable lessons learnt for future projects and a valuable input for further research. Originality/value This study explores the similarities between PMOs governance and knowledge governance in multi-PMO settings on the basis of a case study, thus contributing additional empirical data to the literature. Previous work with this approach has not been found.

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Section: Knowledge Governance and Pmosmentioning

confidence: 99%

Dimensions of knowledge governance in a multi-PMO project context

Sanz

Ortiz‐Marcos

2019

IJMPB

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“…Intellectual capital, as widely, although but not unanimously accepted, has two components: human and structural capital [7,8,17], each being a combination of knowledge in its pure topical form (savoir), relational (savoir-vivre) and existential (savoirêtre). IC components are developed through learning (individual, group and organizational), propelling knowledge to the status of developer of IC and setting KM as a vector for IC [6,16]. Interestingly both fields have difficulties to arrive to a scholar or industrial consensus regarding definition, implementation and research methodology.…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Knowledge Management on Intellectual Capital. A Research Approach Using Skandia Navigators

Dufour

Drăghici

Paraschiva

2020

Innovation in Sustainable Management and Entrepreneurship

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The present research discusses through a theoretical lens, the influence of Knowledge Management (KM) on Intellectual Capital (IC). The research is structured as an analysis of how the repercussions of KM implementation errors can impact the IC building blocks of the Skandia Navigator Model. Firstly, KM implementation errors were identified in literature and followingly the authors attached them to one or several building blocks of IC. Followingly, the influence of the KM error on each building block was discussed. The theoretical results show that KM mainly influences human, innovation and process capital as KM through, among others, a clear definition of organizational knowledge focus. By answering How do knowledge management drawbacks translate into intellectual capital? The present research furthers current understanding of the underexplored links between KM and IC. Keywords Knowledge Management • Intellectual Capital • KM errors • Skandia Navigator building blocks IntroductionResearch on Intellectual Capital (IC) considers in the introductory lines the indissoluble link between Intellectual Capital and Knowledge [1,7,10,12]. The knowledge era has been a catalyst for the development of IC, parallelly to the idea of knowledge as a constitutive function [13] and intangible asset. Yet, the link between

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“…Na verdade, ocorre um processo de simbiose, onde a associação entre as organizações e seus indivíduos gera vantagens para ambos. Desta forma, o capital intelectual é reconhecido como um recurso estratégico para as empresas (Cassol et al, 2016), sendo possível afirmar que a criação de valor nas organizações é proveniente do alinhamento estratégico da gestão do conhecimento em torno dos processos (Costa & Rezende, 2018). Assim, há de se destacar o papel da gestão do conhecimento para a eficiência e eficácia do capital intelectual.…”

Section: Capital Intelectual Fator De Sucesso Organizacionalunclassified

Relacionando capital intelectual, gestão do conhecimento e sustentabilidade: um modelo conceitual

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Júnior

2019

Navus

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Recentemente, alguns temas têm sido aprofundados na pesquisa em administração, como capital intelectual, gestão do conhecimento e sustentabilidade. Entretanto, não se identificam na literatura discussões acerca da relação entre estes temas. Atentando-se para tal relação, este ensaio teórico objetiva discutir como o capital intelectual e a gestão do conhecimento contribuem para a adoção da sustentabilidade nas organizações. Da discussão, emerge um modelo conceitual com base em três proposições teóricas que demonstram: (i) a relação mútua entre capital intelectual e gestão do conhecimento e entre suas dimensões; (ii) a existência de relação positiva entre as dimensões do capital intelectual e a adoção da sustentabilidade; e (iii) a presença de relação positiva entre processos de gestão do conhecimento e a adoção da sustentabilidade. Este estudo possui relevância tanto para as organizações que almejam adotar práticas de sustentabilidade quanto para as que querem melhorar a lucratividade por meio do capital intelectual e da gestão do conhecimento. Palavras-chave: Capital Intelectual. Gestão do Conhecimento. Sustentabilidade.

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Strategic alignment of knowledge management and value creation: implications on to an oil and gas corporation

Cited by 9 publications

References 13 publications

Dimensions of knowledge governance in a multi-PMO project context

Dimensions of knowledge governance in a multi-PMO project context

The Impact of Knowledge Management on Intellectual Capital. A Research Approach Using Skandia Navigators

Relacionando capital intelectual, gestão do conhecimento e sustentabilidade: um modelo conceitual

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