دانلود رایگان مقاله لاتین شیوه مدیریت دانش به سمت ایجاد ارزش مشتری از سایت الزویر
عنوان فارسی مقاله:
فرآیندهای انتقادی مدیریت دانش: رویکردی به سوی ایجاد ارزش مشتری
عنوان انگلیسی مقاله:
Critical processes of knowledge management: An approach toward the creation of customer value
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بخشی از مقاله انگلیسی:
2. Theoretical background
According to Martelo-Landroguez, Barroso, and Cepeda (2011), understanding how organizations are able to generate and maintain a competitive advantage becomes something fundamental in the field of strategic management (Zott, 2003). According to the resource-based view (RBV), the differences in performance between companies are due to their specific sets of resources and capabilities. Therefore, such resources and capabilities are understood as the source of competitive advantage (Helfat & Peteraf, 2003). The RBV assumes that resources and capabilities are distributed heterogeneously among companies and that such heterogeneity can be maintained over time (Ambrosini & Bowman, 2009; McKelvie & Davidsson, 2009; Wang & Ahmed, 2007). At the current period of widespread crisis, characterized by a significant shortage of resources in all sectors, organizations need more than ever to be able to distribute their available resources among the distinct alternatives, to try to adapt in the best way and as quickly as possible to the turbulence of the environment (Fowler, King, Marsh, & Victor, 2000; Prahalad & Ramaswamy, 2004). Therefore, organizations must develop DC in order to evolve, advance, grow, adapt, and, ultimately, survive. By means of such DC development, the company will be prepared and able to sit some firm foundations that support its strategy (Helfat & Martin, 2015). The literature proposes numerous definitions of DC. DC is a concept that has been reached through a terminological evolution of different authors over time. Teece, Pisano, and Shuen (1997) were the first to coin this concept and defined it as the ability of the company to integrate, build, and reconfigure internal and external competencies to manage rapidly-changing environments. Cepeda and Vera (2007) and Zahra, Sapienza, and Davidsson (2006) refer to DC as the processes to reconfigure a firm’s resources and operational routines in the manner envisioned and deemed appropriate by its principal decision makers. As an extension of the RBV and as a forerunner of the DC approach, we found in the literature the knowledge-based view (KBV). The authors supporting the KBV(Nonaka, 1994; Grant, 1996) essentially consider that the main aim of the company is to create and apply knowledge. According to this approach, firms are knowledge stores. Hence the importance of accessing this knowledge, creating within the company an enabling environment to knowledge acquisition, and considering knowledge as an asset (Davenport, De Long, & Beers, 1998). The problem inherent to the RBV is that it fails to adequately explain how and why many companies reach competitive advantages in situations of fast and unpredictable change. In such markets, where the competitive landscape is changing, DC become a source of sustainable competitive advantages. The management of knowledge resources, in particular, is especially critical in such markets (Eisenhardt & Martin, 2000). While the RBV emphasizes the collection of resources (Barney, 1991), the DC approach focuses on the renewal of these resources through their reconfiguration into new functional skills (Eisenhardt & Martin, 2000; Teece et al., 1997). Sensing Seizing Reconfiguring Fig. 1. Sequence of the microfoundations of dynamic capabilities. 2.1. Microfoundations of dynamic capabilities The microfoundations of DC (Teece, 2007) are defined as a set of tasks that the company must address in order to develop DC. Such tasks are called sensing, seizing, and reconfiguring. The DC approach suggests thatto identify new opportunities (i.e., sensing); to effectively organize them (i.e., seizing); and to adopt them (i.e., reconfiguring), is more relevant than strategy itself; strategy being understood as the behavior to ward off competitors, raise entry barriers, and exclude potential new rivals (Helfat & Peteraf, 2015; Teece, 2007). In this sense, other authors (Helfat & Peteraf, 2009; Teece, 2009) suggest that companies need to align their resources with the market’s needs through the perception of opportunities or threats (sensing), the valuation of opportunities and the management of the threats (seizing), and the reconfiguration of the resources (reconfiguring). First, companies need to focus on the activities of perception (sensing), to find out new opportunities. To do this, managers must scan, learn and interpret all the existing information (Cohen & Levinthal, 1990). These tasks will enable the discovery of latent opportunities and will generate new opportunities. Firms will have to carry out these activities intentionally and systematically, not leaving matters to chance. Now more than ever, managers need to find the way to better understand all the information available. Therefore, they will have to filter and identify the relevant information upon which to focus their attention (Ocasio, 1997). When a new opportunity has been detected,the next step will be to assess the opportunity, which is seizing. To do this, itis necessary to determine the business model, understand resource needs and make decisions to invest in technology or other resources required, while allowing others to make the appropriate changes. Due to the fact that numerous functional areas are involved, it is necessary to achieve an important coordination of activities that affect these various functional areas, and also the associated investments that should be made simultaneously and not sequentially, especially if companies are shortening times of commercialization of new products or services (Teece, 2007). After assessing the opportunity, the reconfiguration of resources (reconfiguring) becomes necessary. Reconfiguring involves the reallocation of resources so that the new combination increases the value of the company. This reconfiguration gives the company the ability to adapt to changes in the environment, to dispose of obsolete routines and to allow increased and sustainable results. Fig. 1 graphically represents the sequence of activities or tasks that must be carried out within the organization.
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کلمات کلیدی:
A critical review of knowledge management in software process ... www.scielo.br/scielo.php?script=sci_arttext&pid=S1807-17752013000200323 by E Galvis-Lista - 2013 - Cited by 15 - Related articles For this reason, the purpose of this article is to provide a critical review on the way that KM is included in several models of reference of software process (SPRM) ... The process of knowledge management within organizations: a critical ... onlinelibrary.wiley.com/.../(SICI)1099-1441(199906)6:2%3C101::AID-KPM53%3E... by R McAdam - 1999 - Cited by 97 - Related articles Jun 29, 1999 - The process of knowledge management within organizations: a critical assessment of both theory and practice ... [PDF]Knowledge Management: Review of the Critical ... - repository.tudelft.nl https://repository.tudelft.nl/islandora/object/uuid:9bf6b2fe-3c4c-48e1-a1fa.../OBJ by M Sedighi - 2012 - Cited by 24 - Related articles decision making process [41, 42, 33]. Since culture has several aspects. One cultural characteristic which is critical for KM is collaboration. Collaborative culture ... Searches related to critical processes of knowledge management knowledge management process steps process of knowledge management
