Supply chain knowledge management: A conceptual framework

The supply chain literature still largely focuses on asset, alphanumeric data and information (in the form of documents and files) elements of exchange between supply chain partners, despite the fact that increased integration and collaboration clearly require development of more complex elements of expertise and knowledge. In this respect, this paper recognizes the knowledge management (KM) literature as a potential source of new insights to add conceptual depth and understanding to managing 21st century supply chains. Specific KM theories and constructs are identified as potentially contributing to theory and practice in supply chain contexts. An overall framework for supply chain knowledge management is developed, along with literature-based definitions of supply chain knowledge transfer, competence and maturity constructs. The "knowledge lens" theory building approach is applied to import these perspectives into supply chain domains, with efforts to maintain conceptual consistency across the two literature streams.Knowledge Management; Supply Chains; Conceptual Framework;

The effect of knowledge management and organisational learning on individual competencies

Knowledge management (KM) is known for its positive impact on the strategy of organisations, but little is known and understood about the significance of competency and learning and its important effects on knowledge management in public and private organisations in different sectors of the economy in Kuwait. The problem is that many organisations deal with KM or new information or emerging information as a challenge of KM itself rather than a way of incorporating new knowledge into the organisation through the development of individual competencies, and hence developing both KM and individual competency. Based on interview data from Kuwaiti organisations, this paper argues that it is better to implement KM and maximize organizational learning in order to create more competent individuals based on the spiral of knowledge creation model or the theory of knowledge creation. The significant contribution this paper makes is that individual competencies have a reciprocal relationship with KM; the determining factors of individual competencies training, education, personal characteristics and culture affect KM success and are themselves affected by KM strategies. Some implications for managing organisational knowledge, organisational learning and development of individual competency are considered

Towards a Characterisation of Assets and Knowledge Created in Technological Agreements Some Evidence from the Automobile-Robotics Sector

This paper tries to bring new insights on the dynamics of inter-firm by focusing on cognitive and organisational dimensions. We consider the knowledge bases created inside the agreement and the characteristics of such knowledge bases (such as tacitness, level of generality, degree of centralisation...). The nature of assets for supporting this creation is also essential for the redeployability of knowledge created. We began by a brief review of some problems encountered by transactions cost economics and present some case studies of agreements between firms in the automobile and robotics sector. After having presented a taxonomy of knowledge and assets involved in such agreements, we bring some new discussion on the exploration/exploitation's dilemma. We argue finally that our taxonomy may be fruitful for a better understanding of the dynamic of firm boudaries by trying to go deeper into the "black box" of agreements.Inter-firm relations, automobile industry, technological agreements

Internal versus External Labour Flexibility : The Role of Knowledge Codification.

This article uses a competence-based approach to the firm in order to analyse the recent destabilisation of internal labour markets. We argue that increasing knowledge codification made possible by the diffusion of information and communication technologies has made competences less dependent upon individuals. Knowledge has been increasingly embodied in firms themselves which has played an important role in lowering the relative cost of human resource management strategies based on external labour flexibility. As a consequence, recourse to external labour markets has developed, which may harm firms' innovative capabilities in the long run.Competences; knowledge codification; information technologies; internal labour markets;

Information Technology in The Learning Economy -Challenges for Developing Countries

This paper inquires how the concept of the "learning economy" can be applied to the requirements of developing countries. The main purpose is to develop an analytical framework to better understand how learning and capability formation can foster industrial upgrading. Special emphasis is given to te spread of information technology (IT). We inquire under what conditions developing countries can use this set of generic technologies to improve their learning capabilities. We argue that information technology should not be regarded as a potential substitute for human skills and tacit knowledge. Instead, its main role should be to support the formation and use of tacit knowledge. In the paper we compare two stylised models of the learning economy, the Japanese versus the American model. The Japanese model is explicit in its promotion and exploitation of tacit knowledge, while the American model is driven by a permanent urge to reduce the importance of tacit knowledge and to transform it into information - that is into explicit, 4 well structured and codified knowledge. We show that each of these models has peculiar strengths and weaknesses. Developing countries need to develop their own hybrid forms of institutions that combine the advantages of both models in a way that is appropriate to their idiosyncratic needs and capabilities.information technology; learning; learning economy; knowledge; capabilities; networks; developing countries; economic development; industrial upgrading

The Impact of Knowledge Codification, Experience Trajectories and Integration Strategies on the Performance of Corporate Acquisitions

This study addresses the following questions: (1) can organizations learn how to manage infrequent and heterogeneous tasks ? (2) If they can, then what are the mechanisms that might explain learning under these circumstances ?, and (3) what are the limitations under which these mechanisms operate ? A model based on explicit knowledge codification and tacit experience accumulation is submitted and tested using data from a sample of 183 acquisitions in the US banking industry. Measures of post-acquisition integration strategies and of pre-acquisition resource characteristics are included in the model. We find that tacit knowledge accumulation significantly impacts performance when the experiences are highly homogeneous, and that knowledge codification improves acquisition performance in the context of high post-acquisition integration, i.e. when the organizational challenge is particularly complex. Also, the level of integration between the two firms involved in the acquisition positively influences performance, while the replacement of top managers in the acquired firm impacts performance in a negative fashion. Implications are drawn for organizational learning theory and for a knowledge-based view of corporate acquisitions.

Knowledge Resources and Competitive Advantage

The paper discusses some definitions of knowledge as a potential source of competitive advantage. It reviews the literature pertaining to the assessment of knowledge assets. According to the resource-based view, which links the competitive advantage of organizations with resources and capabilities that are firm-specific, and difficult to imitate or substitute, a firm’s competitive advantage is built on a set of strategically relevant resources (Barney 1991; Grant 1991; Peteraf 1993). When firms have access to similar resources, it is those companies that are able to maximize the utilization of those resources that attain a competitive advantage. Among various strategic resources and capabilities that help determine the extent of competitive advantages, a pivotal role is often assigned to knowledge – as both a resource in itself and an integrating factor that makes other resources and capabilities effective – especially in complex and dynamic environments.knowledge, competitiveness, firm performance, knowledge-based theory

Building dynamic capabilities in product development: the role of knowledge management

This paper contributes to the clarification of the connections between knowledge management and dynamic capabilities in the context of product development to see how they explain product development competences. Building on the knowledge management and dynamic capabilities literatures, the paper argues that the social side of knowledge management has a role to play as enabler of dynamic capabilities in the context of product development. Further, dynamic capabilities shape product development competences. Empirical evidence is provided by performing survey research with data collected from 80 product development projects developed in Spain.Capabilities , Knowledge management, Organizational knowledge