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

HRD - the shapes and things to come

There has been limited critical review and development of Human Resource Development (HRD) theory in the past two decades. It is change, and especially the rate at which change occurs, that largely influences the HRD hybrid that any organisation adopts. This paper will systematically consider the professional discussions in a number of countries to trace HRD through four key phases: the 'duet', the 'trio', the 'quartet' and concluding with the 'orchestra'. In the past, Human Resource Development (HRD) was often polarized as focusing primarily on either performance or learning - a 'duet'. The relationship between HRD and change was then developed once the integral nature of work to both performance and learning was recognised - a 'trio'. A significant addition to the exploration of learning at work then came about when authors tackled the issue of quality - a 'quartet' of learning, performance, work and quality. However, the future of HRD now lies squarely in the need for the profession to embrace fully the inextricably interrelated paradigms of movement (where people have developed from); change (and especially the rate of change); dynamism (provided from leadership); harmony and unity (resulting from cohesive partnerships) - the 'orchestra'

"Entrepreneurship: what are the typical capabilities to create competitive resources? A discussion from case studies"

It appear that a golden opportunity was missed at the beginning of the 1990's. Several people began to study businesses from the point of view of resources, but very few took the same approach to entrepreneurship (Naman & Slevin, 1993). We believe the reason for this lies in the difficulties to identify the source of and the transformation processes employed for these resources. Yet, the question of the creation of resources is centred around entrepreneurship. An entrepreneur can be defined as someone who wishes to start-up a business primarily using resources he believes he controls. He is the actor who finally enacts his dreams after long consideration and chooses a trajectory that partly determines the nature of his corporate purpose. Both of these are characteristics of the “resource-based” approach. Lastly, an entrepreneur is someone who lives in hope of finding a sustainable place on his target market. To do this, he must differentiate, even if his resources are initially relatively standardised. The question of strategic differentiation based on the exploitation of resources with similar sources, is at the centre of the “resource-based” approach (Peteraf 1993). This takes us back to the assumptions of Edith Penrose (1959). The combination and specific exploitation of resources renders such resources specific and determines their value. In sum, by looking at entrepreneurship from the point of view of resources, we underline that the entrepreneur produces resources, the very act of which modifies his competencies and capabilities. The success or failure of a business creation is partly dictated by what has gone before, which influences the present and future. Therefore, history affects the ability of the entrepreneur to maintain a distinctive spiral comprising three essential characteristics: resources, competencies and organisational capabilities.

Re-reengineering the dream: agility as competitive adaptability

Organizational adaptation and transformative change management in technology-based organizations is explored in the context of collaborative alliances. A Re-reengineering approach is outlined in which a new Competitive Adaptability Five-Influences Analysis approach under conditions of collaborative alliance, is described as an alternative to Porter’s Five-Forces Competitive Rivalry Analysis model. Whilst continuous change in technology and the associated effects of technology shock (Dedola & Neri, 2006; Christiano, Eichenbaum & Vigfusson, 2003) are not new constructs, the reality of the industrial age was and is a continuing reduction in timeline for relevance and lifetime for a specific technology and the related skills and expertise base required for its effective implementation. This, combined with increasing pressures for innovation (Tidd & Bessant, 2013) and at times severe impacts from both local and global economic environments (Hitt, Ireland & Hoskisson, 2011) raises serious challenges for contemporary management teams seeking to strategically position a company and its technology base advantageously, relative to its suppliers, competitors and customers, as well as in predictive readiness for future technological change and opportunistic adaptation. In effect, the life-cycle of a technology has become typically one of disruptive change and rapid adjustment, followed by a plateau as a particular technology or process captures and holds its position against minor challenges, eventually to be displaced by yet another alternative (Bower & Christensen, 1995)

The Process of Innovation

The paper argues that innovation processes can be cognitive, organisational and/or economic. They happen in conditions of uncertainty and (in the capitalist system) of competition. Three broad, overlapping sub-processes of innovation are identified: the production of knowledge; the transformation of knowledge into products, systems, processes and services; and the continuous matching of the latter to market needs and demands. The paper identifies key trends in each of these areas: (1) increasing specialisation in knowledge production; (2) increasing complexity in physical artefacts, and in the knowledge bases underpinning them; and (3) the difficulties of matching technological opportunities with market needs and organisational practices. Despite advances in scientific theory and information and communication technologies (ICTs), innovation processes remain unpredictable and difficult to manage. They also vary widely according to the firm's sector and size. Only two innovation processes remain generic: co-ordinating and integrating specialised knowledge, and learning in conditions of uncertainty. The paper also touches on the key challenges now facing 'innovation managers' within modern industrial corporations, bearing in mind the highly contingent nature of innovation.innovation processes, specialised knowledge production, knowledge transformation, modern industrial corporations

Implementation of virtual manufacturing by a technology licensing company

NoThe paper considers the implementation of a virtual manufacturing system as an alternative to outward technology licensing in a high technology industrial sector. Brief theoretical definition and description of the two strategy options is provided to give background and context. This is followed by empirical material from a longitudinal case study of a company that has developed a virtual manufacturing system in addition to its pre-existing outward technology licensing business stream. A summary account of the company history and development is followed by description of the virtual manufacturing proposal. Analysis of this identified a number of competencies that would be required in order to succeed. The final part of the paper describes the company's response to this analysis and discusses early implementation of the virtual system. It is shown that implementation of the proposal has represented a positive response to the business challenges facing the company