Collaborative Knowledge Management Practices - Literature review Example

Knowledge Management Name: Institute: Knowledge Management Collaborative knowledge management practices Theoretical development and empirical analysis Li et al. (2012) article offers experiential explanation for a study framework that creates a multi-dimensional structure for collaborative knowledge management involving partners of supply chain partners. In addition, the article illustrates its connection with knowledge quality of supply chain as well as supply chain integration. In modern’s competitive business setting, according to Li et al supply chains have to act swiftly in response to shifting consumer demands. Consequently, besides information sharing deal with partners, companies have to as well take part in collaborative associations that smooth the progress of knowledge transfer as well as support in sharing empirical and perspective-rich comprehension concerning markets, processes, and artefacts. Li et al posit that Knowledge-based observation of the company shows that companies must fortify their capabilities on bringing up to date or promoting organizational knowledge to improve operational effectiveness. Therefore, the main setback endured by supply a manager according to Li et al is how to match up associate efforts to competently produce novel knowledge as well as competence and also how to join forces across the border to make use of the already created but dispersed knowledge. Conclusively, Li et al maintain that by establishing collaborative knowledge management practices, companies can lower the overheads and heighten the efficiency of managing knowledge in the supply chain. Knowledge Management Strategies for Successful Implementation in Aerospace Industry Knowledge management (KM) according to Ramanigopal (2012) continues to play a crucial role in organizational practice, in public as well as private firms, and in the public informatics. Ramanigopal posits that on one occasion Knowledge Management was seen as a furor, but at the moment it is apparent that knowledge management is a crucial matter, which every company must tolerate and they should continue tolerating for many years to come. Ramanigopal further notes that knowledge management endeavors usually concentrate on organizational goals like enhanced functionality, novelty, competitive advantage, incorporation as well as incessant development of the business. Knowledge management endeavors overlie with organizational training, and according to Ramanigopal this could be differentiated from that by a more outstanding concentration on the knowledge management as a tactical positive feature and a concentration on supporting knowledge sharing. Basically, it is observed as an organizational training enabler as well as a more practical method as compared to previous research and its yield in the particular domain. The study mainly concentrates on aerospace industry, and is observed that knowledge is the key raw material for more implementation and innovation of the industry, wherein skilled worker retirement is as well foreseeable and the outcomes are excessively costly. To overcome this setback, Ramanigopal suggest implementation of knowledge management can offer adequate resolution as strategies. Knowledge management in SMEs: a literature review The study by Durst and Edvardsson (2012) analyse knowledge management research, especially in small and medium-sized enterprises (SMEs) so as to spot cracks in the present knowledge body, which give good reason for further future research. Knowledge according to Durst and Edvardsson has grown to be the vital strategic aspect in organisation processes given that it is related with companies’ competences to get a competitive advantage. Therefore, firms have to look for means to sufficiently administer this feature, which lays a certain setbacks for smaller companies as they normally lack the desired resources to enable complete application of their knowledge reserve. Without doubt, knowledge management has been analysed comprehensively, but Durst and Edvardsson posit that there is an inclination to concentrate on bigger companies and overlook SMEs. Earlier studies have revealed that in most SMEs there is a lack of efficient knowledge management and in case actions are put into practice, they can be considered as less intricate. Still, this does not indicate that appropriate techniques to deal with knowledge management challenges are insignificant to SME achievement. Knowledge management in international organizations Ringel-Bickelmaier and Ringe (2010) review the international organizations approaches to nurturing knowledge management. Ever since the Nonaka and Takeuchi pioneer work in the field of knowledge management as well as information, Ringel-Bickelmaier and Ringe posit that the topic has been studied from a various angles. However, this has been done extensively in the private companies whereas in on the public sector a smaller amount of research has been conducted, where knowledge management tends to be evaluated insignificant owing to fixed structures of employment that are packed by civil servants. Based on KM systems evaluation in supranational as well as international organizations, Ringel-Bickelmaier and Ringe maintain that just little portions of literature along with unreliable proof can be found. Ringel-Bickelmaier and Ringe further note that nearly all supranational as well as international bodies have recognized the significance of sharing knowledge and have installed information along with knowledge management programs. Regardless of their unending activities, scores of organizations see management of information as part of their in-house measures as well as remain reasonably implicit concerning their activities. Knowledge, management, and knowledge management in business operations The purpose of Gao, Li and Clarke (2008) study is to assist knowledge managers steadily seize knowledge concerning knowledge management as well as obtain a bottomless and filled comprehension of the nature, range and techniques of knowledge management. According to Gao et al, knowledge is a crucial matter for companies, and that there have been various diverse viewpoints from which practitioners as well as researchers have analysed knowledge management. Evidently, companies have an inbuilt interest in utilising both the individual knowledge of their workers, and business knowledge possessed by the company. What Gao et al are discussing as business knowledge is functional knowledge, or practical knowledge for manufacturing, management, innovation as well as service in industries, instead of wider communal and methodical knowledge. In their article, Gao et al have summed up the basic development of the knowledge, management ideas, as well as knowledge management in a way of categorization. With regards to their discussion, Gao et al conclude that in a company, knowledge management represents administering the knowledge workers activities, which is accomplished by means of helping, encouraging, leading, and backing knowledge workers as well as offering or fostering an appropriate working setting. Knowledge management audit framework and methodology based on processes Wang and Xiao (2009) examine the comprehensive content as well as research framework of a knowledge management audit, with regard to process flow. This is rooted in a knowledge management audit cognition summary suggested by scores of organizations and scholars, so as to present a number of references for successful execution of a knowledge management plan in an organization. In company with period of knowledge entrance in the economy, Wang and Xiao posit that the knowledge has interchanged the conventional production elements like machinery equipment and turn out to be the primary factor of production. Owing to the score benefits of knowledge management to the business organizations, scores of organizations or enterprises have begun implementing strategy knowledge management so as to get hold of knowledge authority, fundamental capabilities as well as constantly support own market position along with competitive advantage. Wang and Xiao maintain that knowledge management is the path to achieving core competitive capacity. Basically, knowledge management audit is forever the primary step, it can demonstrate knowledge reserve, actual management strength and weakness, examine the setting, and stimulators and hurdles of knowledge management. In addition, knowledge management audit can design the map of future techniques in knowledge management and offer a methodical account for senior managers or employees to resourcefully implement knowledge strategy. Positioning change readiness in knowledge management research Rusly, Corner, and Sun (2012) article suggest a theoretical paradigm for comprehending the impact of change readiness on knowledge management success as well as knowledge management processes. In the study it is recommended that change readiness must be reviewed as a multidimensional construct including structural and psychological aspects. Even though scores of business organizations have decided to invest in knowledge management (KM) programs, but Rusly et al posit that a heightening rate of knowledge management failures have been reported. Considerable venture in infrastructure as well as technology does not for all time assure triumphant KM; instead, it is asserted that the key support of success rests squarely on workers’ readiness and dedication to partake in the programs. Countless KM endeavors are reported as letdowns in spite of vast investment in the infrastructure development that backs KM practices. From a practical point of view, the theoretical paradigm suggested by Rusly et al could be helpful for organization to recognize that, with the exception of organizational willingness, workers willingness for transformations in knowledge management processes is a different vital facet to think about in the endeavour to realize KM usefulness. Policy that supports KM learning processes is an extra vital aspect for triumphant KM. Rusly et al maintain that a learning environment that allows a substantial amount of blunders for workers to study during the process of obtaining, developing as well as sharing knowledge can heighten the workers’ willingness to achieve novel errands as well as job requirements as amendments are implemented. The effects of industry cluster knowledge management on innovation performance Lai et al. (2014) examine the theory concerning the impact of industry cluster knowledge management on validation as well as innovation performance in an effort to add to both practical and theory management. For years now, scholars have dedicated a growing amount of their research endeavors to the connection between innovation and industrial cluster knowledge management. However, Lai et al (2014) posit that knowledge needed for business innovation activities is more multifaceted, and also all-encompassing companies face knowledge scarcity. Owing to the scarcity of resources, Lai et(2014) al (2014) posit that business organisations are trying to collaborate with other organisations to get hold of resources as well as knowledge, and takes part in cross-organizational learning to improve performance of innovation. The industry clusters impact on innovation performance as well as the knowledge management roles as an intermediary is rarely the discussion focus. Under the global competition pressure, Lai et al (2014) posit that partaking in industrial clustering is imperative for sustainable organisational development. What’s more, by means of industrial clusters, business organisations can make use of resources more resourcefully, reduce expenses, and improve competitiveness. Understanding the effect of knowledge management strategies on knowledge management performance: A contingency perspective The universalistic viewpoint research on using a uni-dimensional knowledge management strategy according to Kim et al. (2014) has generated differing findings as well as proposals under various perspectives. Kim et al study recommends a contingency paradigm for analysing the impact of knowledge management strategies on organisation performance so as to compromise such incongruities. Kim et al study develops a knowledge management strategy study by tentatively building up a sophisticated contingency paradigm aligned with internal and external perspectives as well as by offering helpful practical recommendations to managers in choosing knowledge management strategy anchored in manifold contingencies with the internal and external state of affairs of the business organisation. A suitable knowledge management strategy according to Kim et al helps the business organisation to generate, obtain, access, and balance knowledge aptly, in that way leading to enhanced performance. Bearing the KM strategy effects in mind, the study indicate that business organisation’s knowledge-based view has expanded the organisation’s resource-based, which argues that resources of the organisation must be helpful, uncommon, and alienable to create a competitive advantage as well as be sustained eventually owing to their low imitability, mobility, and substitutability. Conclusively, Kim et al posit that organizational knowledge is the key resource for generating and maintaining competitive advantage. Exploring the role of knowledge management practices on exports: A dynamic capabilities view Learning processes and Knowledge management according to Villar, Alegre, and Pla-Barber (2014) have turn out to be a key aspect for realizing long-standing competitive advantage as well as for global accomplishment. With regard to export market literature, Villar et al posit that knowledge management of the market enable the attainment of higher performance along with resourceful reactions to clients’ requirements as well as needs. Undoubtedly, knowledge management has extensively been acknowledged for providing a practical theoretical structure for strategy research on exporting. Even though the implementation of knowledge management practices is commonly believed to have effects on the organisation performance, Villar et al claim there is insufficient practical proof backing this concept on export performance. This is of more relevance to SMEs, wherein in most cases lack approved knowledge strategy, and knowledge development, storage and processes of distribution have an intense effects on the capacity to participate. Albeit the fact that the organisation competently handles practices of knowledge management, Villar et al maintains that there is no point if such practices cannot be remodified in due course. The overall mediating impact in Villar et al paradigm may add a number of experimental proofs to dynamic abilities, especially in the study on exports. References Durst, S., & Edvardsson, I. R. (2012). Knowledge management in SMEs: a literature review. Journal of Knowledge Management, 16(6), 879-903. Gao, F., Li, M., & Clarke, S. (2008). Knowledge, management, and knowledge management in business operations. Journal of Knowledge Management, 12(2), 3-17. Kim, T. H., Lee, J.-N., Chun, J. U., & Benbasat, I. (2014). Understanding the effect of knowledge management strategies on knowledge management performance: A contingency perspective. Information & Management, 1(1), 1-46. Lai, Y.-L., Hsub, M.-S., Lin, F.-J., Chen, Y.-M., & Lin, Y.-H. (2014). The effects of industry cluster knowledge management on innovation performance. Journal of Business Research, 67(1), 734–739. Li, Y., Tarafdar, M., & Rao, S. S. (2012 ). Collaborative knowledge management practices Theoretical development and empirical analysis. International Journal of Operations & Production Management, 32(4), 398-422. Ramanigopal, D. C. (2012). Knowledge Management Strategies for Successful Implementation in Aerospace Industry. International Journal of Management Review, 2(10), 1725-1732. Ringel-Bickelmaier, C., & Ringe, M. (2010). Knowledge management in international organisations. Journal of Knowledge Management, 14(4), 524-539. Rusly, F. H., Corner, J. L., & Sun, P. (2012). Positioning change readiness in knowledge management research. Journal of Knowledge Management, 16(2), 329-355. Villar, C., Alegre, J., & Pla-Barber, J. (2014). Exploring the role of knowledge management practices on exports: A dynamic capabilities view. International Business Review, 23(1), 38–44. Wang, J., & Xiao, J. (2009). Knowledge management audit framework and methodology based on processes. Journal of Technology Management in China, 4(3), 239-249. Read More