Essays on Collaborative Knowledge Management Practices Literature review

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The paper "Collaborative Knowledge Management Practices " is an outstanding example of a management literature review.   Li et al. (2012) article offer an 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 the 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 furore, 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 the 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 the 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 a 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 to companies’ competences to get a competitive advantage. Therefore, firms have to look for means to sufficiently administer this feature, which lays certain setbacks for smaller companies as they normally lack the desired resources to enable the 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 of 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.

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.

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