Knowledge Management Systems That Influence Sustainable Competitive Advantage amongst Humanitarian Agencies in Kenya- Case of Information Technology Systems as an Enabler of Knowledge Management

This study investigated the influence of Knowledge Management (KM) systems on Sustainable Competitive Advantage (SCA) amongst Humanitarian Agencies-HAs through the use of IT systems as an enabler of knowledge management. The objective of study was to examine how information technology systems affect sustainable competitive advantage in humanitarian agencies- HAs- in Kenya. The study population was 42 HAs with 10,487 employees in Kenya. Both the primary and secondary data were collected using questionnaires, interviews, and observation checklists. The questionnaires were administered by a drop and collect method to ensure high response rates. Employees were stratified into management and junior staff. Purposive sampling was then used to sample management staff in the agencies surveyed and simple random sampling techniques were used to sample employees at the junior level. Statistical tools such as cross-tabulation and frequency tables were used to analyze the data. This study adopted a descriptive research design. The study used resource-based theory of knowledge management for competitive advantage as its theoretical basis. The resource-based view and theory of the firm defines a strategic asset as one that is rare, valuable, imperfectly imitable and non-substitutable. Knowledge is seen as one such strategic asset with the potential to be a source of competitive advantage for an organization. By adopting a resource-based theory of the firm with an extension of a knowledge-based perspective, this study aimed at developing and validating a conceptual model of the relationships between knowledge management enabler- it Systems and their influence on competitive advantage amongst humanitarian agencies in Kenya. From the study, there is substantial evidence to show that knowledge management has a strong positive influence on sustainable competitive advantage. The results from the 42 agencies surveyed reconfirmed a general agreement found in the literature that technological systems are ideal to bring significant positive correlations in improving organizational competitive advantage. Finally, recommendations were offered from practical ideas, drawn from experience, and intended for practitioners working with HAs but are also based on the theory behind the knowledge management concept and are just as relevant for consideration by knowledge management and development theorists alike. Key Words: Knowledge Management, Competitive Advantage, Humanitarian agencies, Civic, IT, Strategy, Organization, Enabler

How Organizational Culture as an Enabler of Knowledge Management Systems Influence Sustainable Competitive Advantage amongst Humanitarian Agencies in Kenya

This study investigated the influence of Knowledge Management (KM) systems on Sustainable Competitive Advantage (SCA) amongst Humanitarian Agencies-HAs through the use of organizational culture as an enabler of knowledge management. The objective of study was to show how organizational culture affects sustainable competitive advantage in humanitarian agencies- HAs- in Kenya. The study population was 42 HAs with 10,487 employees in Kenya. Both the primary and secondary data were collected using questionnaires, interviews, and observation checklists. The questionnaires were administered by a drop and collect method to ensure high response rates. Employees were stratified into management and junior staff. Purposive sampling was then used to sample management staff in the agencies surveyed and simple random sampling techniques were used to sample employees at the junior level. Statistical tools such as cross-tabulation and frequency tables were used to analyze the data. This study adopted a descriptive research design. The study used resource-based theory of knowledge management for competitive advantage as its theoretical basis. The resource-based view and theory of the firm defines a strategic asset as one that is rare, valuable, imperfectly imitable and non-substitutable. Knowledge is seen as one such strategic asset with the potential to be a source of competitive advantage for an organization. By adopting a resource-based theory of the firm with an extension of a knowledge-based perspective, this study aimed at developing and validating a conceptual model of the relationships between knowledge management enablers and their influence on competitive advantage amongst humanitarian agencies in Kenya. From the study, there is substantial evidence to show that knowledge management has a strong positive influence on sustainable competitive advantage. The results from the 42 agencies surveyed reconfirmed a general agreement found in the literature that culture makes a unique and significant contribution to the sustainable competitive advantage of humanitarian agencies. Finally, recommendations were offered from practical ideas, drawn from experience, and intended for practitioners working with HAs but are also based on the theory behind the knowledge management concept and are just as relevant for consideration by knowledge management and development theorists alike. Key Words: Knowledge Management, Competitive Advantage, Humanitarian agencies, Culture, Strategy, Organization, Enabler

A Design Process for Process-based Knowledge Management Systems

In order to gain sustainable competitive advantage in today’s knowledge economy, organizations are looking beyond routine transactional workflow processes to support knowledge-intensive processes. Traditional business process management systems are effective in providing coordination support, but are not geared towards providing relevant knowledge support as well. Also, knowledge management systems are used in an ad hoc manner without explicitly linking them to the underlying organizational processes. Process-based knowledge management (PKM) systems have emerged as a potential solution to support knowledge-intensive processes. However, design guidelines for developing PKM systems are minimal. This paper highlights this research problem, identifies kernel theories governing the design and development of PKM systems, and synthesizes various kernel theories to propose a comprehensive design theory for PKM systems. Feasibility and a comparative evaluation of the proposed design theory are also discussed

INTELLECTUAL CAPITAL INVESTMENT, KEY FACTOR IN ACHIEVING ORGANIZATIONAL PERFORMANCE IN PHARMACEUTICAL COMPANIES

In knowledge-based economy, intangible assets such as knowledge and intellectual capital are becoming the new core competencies. Intellectual capital is an asset that increases its value as it is used; therefore investments in intellectual capital and knowledge represent power and profitability. This paper proposes to highlight the synergy between investments in intellectual capital, a valuable and strategic asset, and achieving and sustaining competitive advantage and organizational performance in knowledge-based society. Intellectual capital becomes the essential part of the system of contemporary economic and sustainable development, the company is seen as a means to create, integrate, store and apply knowledge. Every organization holds a specific intellectual capital characterized by a potential of knowledge and, respectively by a capacity to use it in a creative manner. Expansion of intellectual capital can be achieved if innovation and creativity are present in an organization, but also through the dissemination of innovation and the convergence of top technologies. Intellectual capital, an important source of an organization’s economic, sustainable development is crucial to manage the intellectual resources and capabilities, needs to be taken seriously into account in formulating business strategy. Holding superior intellectual resources, organizations must exploit and develop resources in a competitive manner, meaning that the intellectual capital value exist with the knowledge of individuals, but can be institutionalized as part of systems and organization structure. Pharmaceutical companies should invest in developing creative skills for R&D professionals, and strengthening of management skills to demonstrate that intellectual capital achieves the strategic objectives for health therapiesintellectual capital, investment, knowledge, knowledge management, pharmaceutical industry.

Knowledge Management Systems: Issues, Challenges, and Benefits

The knowledge-based theory of the firm suggests that knowledge is the organizational asset that enables sustainable competitive advantage in hyper-competitive environments. The emphasis on knowledge in today\u27s organizations is based on the assumption that barriers to the transfer and replication of knowledge endow it with strategic importance. Many organizations are developing information systems designed specifically to facilitate the sharing and integration of knowledge. Such systems are referred to as Knowledge Management System (KMS). Because KMS are just beginning to appear in organizations, little research and field data exists to guide the development and implementation of such systems or to guide expectations of the potential benefits of such systems. This study provides an analysis of current practices and outcomes of KMS and the nature of KMS as they are evolving in fifty organizations. The findings suggest that interest in KMS across a variety of industries is very high, the technological foundations are varied, and the major concerns revolve around achieving the correct amount and type of accurate knowledge and garnering support for contributing to the KMS. Implications for practice and suggestions for future research are drawn from the study findings

The impact of information technology resources on SMEs' innovation performance

This work aims to develop a research framework to examine the impact of information technology resources on the innovation performance of Saudi small-and-medium enterprises (SMEs). SMEs innovation capability influences growth and technological progress (Bruque & Moyano, 2007). However, many developing countries exhibit moderate or even low innovation performance. For instance, Saudi Arabia is ranked 54th by the Global Innovation Index (GII 2011). Innovation systems studies focus on the alignment between the interactions of innovation actors with their constantly changing environment toward better innovation performance (Etzkowitz & Leydesdorff, 2000). The dynamic capabilities of organisations have been highlighted as a crucial characteristic that helps to achieve a sustainable competitive advantage (Teece et al., 1997). The indirect impact IT resources on innovation performance represents an attractive research area (Benitez-Amado et al., 2010). Therefore, we argue that a closer look at Saudi SMEs information technology resources and their impact on the firm dynamic capabilities and innovation performance would make a significant contribution to existing knowledge. Areas such as the organisation strategies of developing countries, innovation management, dynamic capabilities, open innovation and strategic information systems are few examples of areas that might benefit from this work

On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage

Although managers cite human resources as a firm\u27s most important asset, many organizational decisions do not reflect this belief. This paper uses the VRIO (value, rareness, imitability, and organization) framework to examine the role that the Human Resource (HR) function plays in developing a sustainable competitive advantage. We discuss why some popularly cited sources of sustainable competitive advantage are not, and what aspects of a firm\u27s human resources can provide a source of sustainable competitive advantage. We also examine the role of the HR executive as a strategic partner in developing and maintaining competitive advantage within the firm

Understanding and managing the manage processes

This paper discusses understanding and managing the manage processes. It was presented at the conference of the Performance Measurement Association in 2004

A Resource-Based View Of International Human Resources: Toward A Framework of Integrative and Creative Capabilities

Drawing on organizational learning and MNC perspectives, we extend the resource-based view to address how international human resource management provides sustainable competitive advantage. We develop a framework that emphasizes and extends traditional assumptions of the resource-based view by identifying the learning capabilities necessary for a complex and changing global environment. These capabilities address how MNCs might both create new HR practices in response to local environments and integrate existing HR practices from other parts of the firm (affiliates, regional headquarters, and global headquarters). In an effort to understand the nature of such capabilities, we discuss aspects of human capital, social capital, and organizational capital that might be linked to their development. Page

An integrated core competence evaluation framework for portfolio management in the oil industry

Drawing upon resource-based theory, this paper presents a core competence evaluation framework for managing the competence portfolio of an oil company. It introduces a network typology to illustrate how to form different types of strategic alliance relations with partnering firms to manage and grow the competence portfolio. A framework is tested using a case study approach involving face-to-face structured interviews. We identified purchasing, refining and sales and marketing as strong candidates to be the core competencies. However, despite the company's core business of refining oil, the core competencies were identified to be their research and development and performance management (PM) capabilities. We further provide a procedure to determine different kinds of physical, intellectual and cultural resources making a dominant impact on company's competence portfolio. In addition, we provide a comprehensive set of guidelines on how to develop core competence further by forging a partnership alliance choosing an appropriate network topology