Knowledge Management - Learning from Organisational Experience - Annotated Bibliography Example

Jarrar, Y. (2002). Knowledge Management – learning from organisational experience, Managerial Auditing Journal, Volume, 4. In this journal, Jarrar presents the meaning of organisational knowledge and its application in the organisation. Jarrar brings forward that the organisational knowledge is the pairing of individuals’ knowledge with that of others within an organisation. He makes is very simpler to understand that when the knowledge of individuals are pooled together it can help the organisation get over the others in the same field. Tsoukas, H. and Vladimirou, E. (2001). What is organisational Knowledge? Journal of Management Studies. 38. Tsoukas and Vladimirou have presented a very conceptual model defining organisational knowledge as an integral part of the knowledge management of the company. They define it as the capability members that an organisation has developed in order to carry out their work. They believe that knowledge has always been a source of value creation within an organisation. Knowledge has a greater worth in the creation process which helps the management in the pattern of decision. Adams, R., Bessant, J. and Phelps, R. (2006). “Innovation management measurement: A review”, International Journal of Management reviews, Vol. 8, pp. 21-47 Adams proposes that measurement of the process of innovation is very difficult for practitioners and academics. The authors suggests a conceptual process by covering categories like input management, knowledge management, innovation strategy, organisational culture and structure, portfolio management, project management and commercialisation to review and evaluate the innovation management to form something new. The report says that the organisational innovations are instances of organisational changes which: Result from a change in the organisational assumptions. Are not continuous form previous changes. Create pathway from creating public value. Thus, innovation is an outcome from the perspective of knowledge. Gloet, M. and Terziovski, M. (2004), “Exploring the relationship between knowledge management practices and innovation performance”’ Journal of Manufacturing Technology Management, Vol. 15 Iss: 5. Pp.402-409. Gloet and Terziovski have presented a very clear picture that the process of innovation highly depends on knowledge. They highlight the fact that human capital is an essential element for running any type of business. Researchers have proved that many organisations are inconsistent in their approach towards knowledge management. With improper organisational knowledge the organisation lacks proper innovation. Also manufacturing organisations are required to pay more attention towards developing innovation which directly suggests a good human resource management for the company. Barsh, J., Capozzi, M.M. and Davidson, J. (2008). Leadership and innovation. McKinsey Quarterly, 2008, No 1, pp 37-47. Historically, growth of an organisation was based upon the basic strategy of research and development function. But it was studied that innovation and research are the two main thrusts for any organisational growth. Barsh, Capozzi and Davidson presented this study which emphasises upon the linking of knowledge management to innovation and research management. They consider knowledge as a key variable in both generating thinking and innovation. An accurate sense of knowledge is needed for a change for the better. There lies an inverted U as a relationship between knowledge and innovation as too little or too more knowledge leads to innovation. Knowledge plays a link between the innovation capabilities, new stream and mainstream activities to help the organisation to innovate and improve performance. Figg, J. (2000). Innovators enjoy steady growth. The Internal Auditor, 57(2), April, 14-15. Figg presents a study which contributes towards the factors that link innovation closely with the organisation. He presents that high level of debt are negatively related to innovation during highly dynamic environment and in stable environments, high level of debts are positively related to innovation. De Long, D. and Fahey, L. (2000). “Diganosing cultural barriers to knowledge management”, Academy of management Executive, vol. 14, no.4. pp. 113-127. The authors identify few ways in which culture influences the organisational knowledge management. Culture dictates what knowledge belongs to the organisation and what stays in control of the individuals. This culture of individualism to collectivism affects the level of knowledge transfer within an organisation. The study brings forward that where norms and practices are advocated to reinforce the supremacy of individual knowledge, such firms have limited knowledge transfer. Also the level of trust between the organisation and its employees affect the knowledge transfer. Cross, R. and Baird, L. (2000). “Technology is not enough: Improving performance by building organisational memory”, MIT Sloan Management Review, Spring, vol. 41, no.3,pp. 69-78. This study reflects that there are some technological infrastructures as a challenge in the path of organisational knowledge within an organisation. Integrated database, interoperability and navigational tools are the common lag for good organisational knowledge sharing and implication. The study presents that technology is one of the important tool for knowledge management processes like creation, storage, transfer and application of knowledge. Gerstenberger, H. (2002). “Cost elements with a soul”, Proceedings of the International Association of Maritime Economists (IAME), 13-15 November 2002, Panama. This project highlights the process and architecture as a challenge in the proper implication of organisational knowledge. The business model or the process must be apt for the implication of organisational knowledge. The documentation, integration and measurement must assist the process. Leiponen, A. (2000). ‘Competencies, Innovation Profitability of Firms’. Economies of Innovation and New Technology, 9(1): 1-24. This study by Leiponen focuses on the advantages that a company attains through innovation. The advantages are: i. Creative development: Creativity leads to growth. Innovation is a creative process to make something value able through business skills. These business skills give the potentials for new market and develop current trends. ii. Continuous improvement: Innovation provides sustainability by making continuous improvements within an organisation. iii. Re-enforcement of brand: Development of brand is a popular aspect of organisational leadership. The process reveals information which helps employees to be more creative. This gives organisational sustainability like brand maintenance. iv. Adds to the unique selling point: Consumers are always in search of something new and innovative. Thus innovation provides commercial advantages to the organisation. v. Optimum utilisation: Innovation not only means the creation of something new but also a systematic process to make the most of what an organisation posses. It could be increasing the customer base, improvement in efficiency or cut down the waste residual. vi. Responding to competition and trends: Innovation can help the organisation to see what exists now and the ones that may arise in the future. Successful business organisations do not just follow the current situation but also assess the future needs and requirements. MacVaugh, J. and Schiavone, F. (2010) “Limits to the diffusion of innovation: A literature review and integrative model”, European Journal of Innovation Management, Vol. 13 Iss: 2, pp.197 – 221. With the presentation of this journal the authors highlight the common limitations of innovation for any enterprise. The limitations may be summed as under: i. Loss of control as control is less on external factors than in the internal ones. ii. Important opportunities are missed as the organisation waits for everything to be in place for a particular innovation. iii. All employees are not always willing to participate. iv. Not all innovations are equal as some may involve high costing and may land up on the lower efficiency side. v. Every innovation requires dedicated commitment. Any attention deficit may disrupt the process. Goh, S.C. (2002). “Managing effective knowledge transfer: an integrative framework and some practices implications”, Journal of Knowledge Management, Vol. 6 Iss: 1, pp.23-30. Goh presents a study stating that major challenge that an organisation faces is to manage its knowledge assets. The author says that knowledge is used as a basis of competitive advantage. This journal explores the implication of organisational knowledge as an important area of knowledge management. Conclusions are drawn upon and stated as the complexity of managing knowledge and the requirement to adapt a balanced approach to the process. Martin, L.M. and Matlay, H. (2003). “Innovative use of the Internet in established small firms: the impact of knowledge management and organisational learning in accessing new opportunities”, Qualitative Market Research: An International Journal, Vol. 6 Iss: 1, pp. 18-26. In this article Martin and Matlay have presented how firms use organisational knowledge to gain competitive edge which also ensures future application opportunities of such useful knowledge. They have also focussed on the innovative ways that can be applied in future to reposition a firm. The report says that the human resource base allows the reinvent themselves by effectively accessing and embedding of new knowledge. The organisational culture is facilitated by the application of new knowledge. Chesbrough, H. and Rosenbloom, R.S. (2002). The role of business model in capturing value from innovation: evidence and xerox corporation’s technology spin-off companies, Industrial and Corporate Change 11(3), 529. The authors in this article have stated that innovation, regardless of any sector, always has open spaces for implication as the organisations always require being innovative to be at a competitive edge than others. They state some important fields of implications as: Continues to increase understanding and impact amongst policy makers. Raise potential of workplace. Improves consistency and measures of design. Develops synergies between policies and working conditions. Incorporates knowledge of innovative HR practices. Terziovski, M. (2010). “Innovation practice and its performance implication in small and medium enterprises in the manufacturing sector: A resource- based view”. Strategic Management Journal, Vol. 31, pp. 892-902. This journal article has presented that innovation itself is an opportunity as it provides options for developing something new and gain. The organisation that does not innovate stars lacking behind over the years. It is very essential from preventing the organisation from dying. Innovation is the buzz word wanted by all organisations providing ample opportunities for implications. Read More