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Knowledge Management and Competitive Advantage: Issues and Potential Solutions

Book Description

Knowledge is a significant organizational resource. In order to build and sustain a competitive advantage, this knowledge must be protected within an organization’s core businesses from discovery by competitors. Knowledge Management and Competitive Advantage: Issues and Potential Solutions examines current research in support of knowledge management by focusing on how knowledge resources can be used to create and sustain competitive advantages. By combining imitation and innovation theories, this book is a vital resource for information system and management professionals, students, and researchers in order to achieve an organization’s competitive advantage.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Book Series
  5. Editorial Advisory Board and List of Reviewers
    1. List of Reviewers
  6. Preface
    1. KNOWLEDGE CAPABILITY
    2. ORGANIZATIONAL LEARNING AND KNOWLEDGE DEVELOPMENT
    3. KNOWLEDGE TRANSFER
    4. KNOWLEDGE RETENTION
    5. SUMMARY
  7. Acknowledgment
  8. Section 1: Knowledge Capability
    1. Chapter 1: Reactive and Proactive Dynamic Capabilities
      1. ABSTRACT
      2. INTRODUCTION
      3. THE MOBILE INDUSTRY
      4. BACKGROUND
      5. REACTIVE AND PROACTIVE DYNAMIC CAPABILITIES
      6. CONCLUSION
    2. Chapter 2: Harnessing Knowledge Power for Competitive Advantage
      1. ABSTRACT
      2. COMPETITIVE ADVANTAGE
      3. KNOWLEDGE FLOWS
      4. KEY INSIGHTS
      5. CONCLUSION
  9. Section 2: Organizational Learning and Knowledge Development
    1. Chapter 3: How Knowledge Creation Capabilities Lead to Competitive Advantage
      1. ABSTRACT
      2. INTRODUCTION
      3. KNOWLEDGE CREATION AS A COMPETITIVE CAPABILITY
      4. THE ROLE OF ORGANIZATIONAL CREATIVITY
      5. AN ORGANIZATIONAL LEARNING VIEW
      6. DISCUSSION
      7. MANAGERIAL IMPLICATIONS
      8. CONCLUSION
    2. Chapter 4: The Role of Social Intelligence in Acquiring External Knowledge for Human Capital Development, Organisational Learning, and Innovation
      1. ABSTRACT
      2. INTRODUCTION
      3. SOCIAL INTELLIGENCE AND ITS ROLE IN THE KNOWLEDGE MANAGEMENT CONTEXT
      4. METHOD
      5. MAIN FINDINGS
      6. IMPLICATIONS OF THE THEORY–PRACTICE DIVIDE
      7. RESEARCH LIMITATIONS AND FUTURE RESEARCH
      8. CONCLUSION
      9. APPENDIX: INTERVIEW GUIDE
    3. Chapter 5: Management of Group Knowledge and the Role of E-WOM for Business Organizations
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. THE ROLE OF E-WOM IN GROUP KNOWLEDGE MANAGEMENT
      5. LIMITATIONS
      6. FUTURE RESEARCH
      7. CONCLUSION
    4. Chapter 6: Knowledge Management and the Roles it Plays in Achieving Superior Performance
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. METHOD
      5. RESULTS
      6. DISCUSSION AND CONCLUSION
      7. APPENDIX: MEASUREMENT SCALES
    5. Chapter 7: Towards Customer Knowledge Management (CKM)
      1. ABSTRACT
      2. INTRODUCTION
      3. KNOWLEDGE MANAGEMENT
      4. CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
      5. CONCLUSION AND FUTURE WORK
    6. Chapter 8: A Synthesis of Organizational Learning and Knowledge Management Literatures
      1. ABSTRACT
      2. INTRODUCTION
      3. TWO EPISTEMOLOGIES
      4. EPISTEMOLOGY OF POSSESSION
      5. EPISTEMOLOGY OF PRACTICE: KNOWING
      6. LINK TO PERFORMANCE: THE KNOWING PERSPECTIVE
      7. CONCLUSION
  10. Section 3: Knowledge Transfer
    1. Chapter 9: Organizational Barriers and Facilitators in Embedding Knowledge Strategy
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. BARRIERS TO KNOWLEDGE MANAGEMENT
      5. COMPETITIVE ADVANTAGE AND KM
      6. EMBEDDING KM STRATEGY
      7. SOLUTIONS AND RECOMMENDATIONS
      8. REALISMS REGARDING KNOWLEDGE STRATEGY
      9. BENEFITS OF EMBEDDING KNOWLEDGE STRATEGY
      10. CONCLUSION
    2. Chapter 10: Using ERG Theory as a Lens to Understand the Sharing of Academic Tacit Knowledge
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. THEORETICAL FRAME
      5. RESEARCH METHOD
      6. DATA ANALYSIS
      7. FINDINGS
      8. DISCUSSION
      9. FUTURE RESEARCH DIRECTIONS
      10. CONCLUSION
    3. Chapter 11: Police Knowledge Management Strategy
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND AND ISSUES
      4. CONCLUSION
    4. Chapter 12: Competitive Advantage and Automated Sharing of Tacit Knowledge
      1. ABSTRACT
      2. INTRODUCTION
      3. ELECTRONIC SYSTEMS USED IN KNOWLEDGE MANAGEMENT
      4. MANAGERIAL IMPLICATIONS
      5. CONCLUSION
    5. Chapter 13: The Effect of Knowledge Transfer Motivation, Receiver Capability, and Motivation on Organizational Performance
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. RECOMMENDATIONS
      5. CONCLUSION
  11. Section 4: Knowledge Retention
    1. Chapter 14: Knowledge Development and Protection as Competitive Advantage
      1. ABSTRACT
      2. BACKGROUND
      3. STRATEGIC PROTECTION FACTORS
      4. METHODOLOGY
      5. DISCUSSION
      6. CONCLUSION
    2. Chapter 15: A Method for Assessing Knowledge Loss Risk with Departing Personnel
      1. ABSTRACT
      2. INTRODUCTION
      3. RISK
      4. BACKGROUND
      5. PROPOSED APPROACH
      6. PILOTING THE PROCESS
      7. CONCLUSION
    3. Chapter 16: Exploring Knowledge Types and Knowledge Protection in Organizations
      1. ABSTRACT
      2. INTRODUCTION
      3. KNOWLEDGE MANAGEMENT IN ORGANIZATIONS
      4. KNOWLEDGE TYPES
      5. USE OF KNOWLEDGE PROTECTION
      6. PROPOSED MODEL FOR KNOWLEDGE PROTECTION
      7. CONCLUSION
    4. Chapter 17: The Human Element of the Knowledge Worker
      1. ABSTRACT
      2. INTRODUCTION
      3. KNOWLEDGE WORKER
      4. COMPETITIVE ADVANTAGE AND THE KNOWLEDGE WORKER
      5. LEARNING ORGANIZATION
      6. HISTORY OF KNOWLEDGE (MANAGEMENT)
      7. KNOWLEDGE MANAGEMENT AND COMPETITIVE ADVANTAGE
      8. RECOMMENDATIONS
      9. CONCLUSION
  12. Compilation of References
  13. About the Contributors