Knowledge management : why do we need it for corporates

This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any organisation. It also provides a narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing as well as reuse need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledgeperformance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices

Moderating the Synergies between Business Intelligence and Strategic Foresight: Navigating Uncertainty for Future Success through Knowledge Management

The role of business intelligence in driving strategic planning in organizations have received considerable attention from many scholars. Nonetheless, there remains a promising area for further research, especially when considering moderating variables on effects such as knowledge management, which has contributed to businesses’ appreciation of the importance of business intelligence. To this end, in this study, the researchers constructed a conceptual model based on existing literature by incorporating relevant research variables. A questionnaire survey was conducted among a random sample of 307 employees selected from three telecom companies in Jordan. The researchers then utilized structural equation modeling with AMOS 21.0 to validate and test the model. The findings of the study revealed that business intelligence has a significant positive influence on strategic foresight. Furthermore, the analysis indicated that knowledge management mediates the relationship between business intelligence and strategic foresight. The implications and recommendations of academic research are also discussed.Government of Spain, Research Project PID2021—124725NB.I00Research Projects A-SEJ-196-UGR2

Knowledge transfer from Portugal Telecom to OI: the role of expatriates

JEL classification: F2, M1The present study intends to explore the types of knowledge transferred from the headquarters to the subsidiary. As well as to clarify the role that expatriates play in the process of knowledge transfer. For this study, we used the case study of Portugal Telecom (parent) with the Brazilian Oi (subsidiary). Quantitative and qualitative methods were applied. In order to strengthen the results obtained with the quantitative methods (questionnaires), the expatriates who were involved in the project of knowledge transfer from Portugal Telecom to Oi were also interviewed. The study indicates that expatriates are actively involved in the areas of knowledge transfer. Finally, this study concludes with the limitations and suggestions for future research.O presente estudo pretende explorar os tipos de conhecimento transferido da casa mãe para a subsidiária. Bem como clarificar o papel que os expatriados desempenham no processo de transferência de conhecimento. Para este estudo é utilizado o caso de estudo da Portugal Telecom (casa mãe) com a brasileira Oi (subsidiária). Foram aplicados métodos quantitativos e qualitativos. Com o objectivo de fortalecer os resultados obtidos via questionário (quantitativos), foram também entrevistados expatriados que estiveram envolvidos no projecto de transferência de conhecimento da Portugal Telecom para a Oi. O estudo indica que os expatriados participam activamente nas áreas de transferência de conhecimento. Por fim, este estudo é concluído com as limitações e as sugestões para pesquisas futuras

Strategies for Employee Turnover of Southeastern Wisconsin Manufacturing Workers

Voluntary employee turnover is a challenging problem for manufacturing leaders. Leaders today are challenged to find and retain human capital to remain competitive. The lack of strategies to reduce voluntary turnover among manufacturing leaders has contributed to high turnover rates and increased costs for manufacturing firms. The purpose of this multiple case study was to explore the strategies that some southeastern Wisconsin manufacturing leaders used to reduce voluntary turnover. The conceptual framework supporting the study was Herzberg\u27s 2-factor theory. Results for the study were derived from the analysis of semistructured interviews of 6 manufacturing leaders across 4 manufacturing locations, as well as company documents. Data analysis followed Yin\u27s 5-step process and included coded results, themes derived from interview transcripts, and company documents. Credibility was ensured through member checking and triangulation of both interviews and company documents. The main themes that emerged were professional growth, salary competitiveness, and working environment. The implication for positive social change include healthy working communities through decreased voluntary turnover and greater productivity and profitability of organizations

The micro processes underlying small firms'integration into territorial innovation dynamics - a knowledge based perspective

The paper is concerned with the process of SMEs' insertion into innovation projects within regional clusters. The objective is to contribute to a better understanding of this process by examining the underlying mechanisms of territorial innovation dynamics. A particular attention is given to the interplay between the features of territorial dynamics of innovation identified, and SMEs' capacity to participate to collaborative innovation projects. In this perspective, the article analyse the front-end process of territorial inter-organizational innovation, the early stage during which partners negotiate and establish collaborative innovation projects. Rather than investigating how clusters facilitate the access to new resources and knowledge, the crucial question here is how clusters allow the combination of different component of knowledge among heterogeneous actors. First, our findings reveal the key underlying role of architectural knowledge in local innovation processes. Second, they suggest that the nature of architectural knowledge inside the cluster influences the capacity and the motivation of SMEs to participate to local innovation projects. These findings contribute to theory by developing a grounded model of territorial dynamics of innovation and of SMEs integration into localised innovation projectsclusters; SMEs; architectural innovation; knowledge; local innovation projects

Customer experience management: Expanding our understanding of the drivers and consequences of the customer experience

The present doctoral dissertation aims to analyze thenew business landscape that suggests the importance of customer experience ¿ its drivers and consequences from a dynamic perspective. The drivers of customer experience provide firms with crucial knowledge about the experience expectations and desires of the customers, thereby enabling firms to identify the key determinants which significantly shape customer perceptions toward the experience with the firm. This is very important for firms, since the effort dedicated by firms to improve customer experience is not always equally perceived and/or valued by customers. Likewise, integrating the consequences of customer experience allows firms to translate their investment in customer experience into specific opportunities and enhanced performance outcomes (financial, behavioral, and relational). This is specifically critical, considering that a customer experience perceived as favorable by customers might not have a positive impact on firm outcomes. Customer experience is not static but evolve over time. By taking into account the dynamic nature of customer experience, firms may capture the occurred changes in customers and adjust the factors under their controls immediately, thereby ensuring the alignment between customer experience expectations and firms¿ offerings. In this way, through a dynamic lens, we establish the linkage across what firms do, what customers think, what customers do, and finally what firms get. The thesis is consisted of three studies. Study 1 investigates the impact of firms¿ investments in three key strategic levers (i.e., value, the brand, and the relationship) on the customer experience as well as the direct and moderating role played by social influence. We integrate research in customer relationship management (i.e., customer equity framework) (Rust, Lemon, & Zeithaml, 2004) and customer experience management (Lemon & Verhoef, 2016; Verhoef et al., 2009) and offer a unifying framework to understand the linkages between the three equity drivers (i.e., value equity, brand equity, relationship equity), social influence, the customer experience, and its ultimate impact on profitability. Study 2 focuses on the separate and joint effects of customer experience and lock-in on customer retention. Building barriers to lock customers and improving the customer experience are two key strategies employed by firms to enhance customer retention. Although pursuing the same goal, these strategies work differently: the former relies more on a calculative, cost¿benefit approach to the exchange, while the latter promotes the affective aspects of the relationship. Finally, study 3 investigates how different dimensions of customer experience (recency effect, peak effect, trend effect, and fluctuation effect) and different relationship marketing (RM) actions (i.e., advertising communication, product innovation, and conflict) impact customer relationship expansion from a dynamic perspective, and distinguishes their short-term and long-term effects. Self-determination theory posits that motivation for pursuing activities are consisted of intrinsic (the ones originating from the self and one¿s desire) and extrinsic factors (originating from external demands).<br /

A Model of Organizational Culture for Enhancing Organizational Commitment in Telecom Industry: Evidence from Vietnam

The aim of this study is to investigate the influence of organizational culture on organizational commitment in the context of the Vietnam telecom industry. The model was tested with a sample of 324 employees working for telecom companies. The result from the partial least squares method (PLS) using SmartPLS 3.0 program revealed a good fit between collected data and measurement scales which were introduced and developed in the Western contexts. Besides, the findings showed that the six dimensions of organizational culture had positive impacts on organizational commitment decreasingly: innovativeness, teamwork, training and development, reward and recognition, organizational communication, empowerment. This discovery highlighted the importance of organizational culture in enhancing employee commitment towards the organization as well as calls the management attention to these dimensions and long-term development policies

A Model of Organizational Culture for Enhancing Organizational Commitment in Telecom Industry: Evidence from Vietnam

The aim of this study is to investigate the influence of organizational culture on organizational commitment in the context of the Vietnam telecom industry. The model was tested with a sample of 324 employees working for telecom companies. The result from the partial least squares method (PLS) using SmartPLS 3.0 program revealed a good fit between collected data and measurement scales which were introduced and developed in the Western contexts. Besides, the findings showed that the six dimensions of organizational culture had positive impacts on organizational commitment decreasingly: innovativeness, teamwork, training and development, reward and recognition, organizational communication, empowerment. This discovery highlighted the importance of organizational culture in enhancing employee commitment towards the organization as well as calls the management attention to these dimensions and long-term development policies

Role of HRM in knowledge integration: Towards a conceptual framework

Knowledge integration (KI) is a source of sustained competitive advantage for firms. This paper draws upon the knowledge-based view of the firm and ability-motivation-opportunity framework to develop a theoretical and empirical model showing the role of human resource management (HRM) practices in achieving KI. Findings suggest three ability-enhancing practices (training and development, focused hiring, and knowledge questioning values), four motivation-enhancing practices (project-specific performance, competency-based performance management, project-based information dissemination, and information and knowledge sharing forums) and five opportunity-enhancing practices (team working, information and knowledge sharing, verticalisation of business, geographical information and knowledge sharing, and structural change) that facilitate KI. The paper concludes with managerial implications, directions for future research and the study's limitations