APPLYING BA TO IMPROVE KNOWLEDGE FLOW BETWEEN ORGANIZATION LEVELS IN TEAMWORK DISCUSSIONS

A business teamwork discussion is one of necessary actions in current business circumstances. However, many discussions are ineffective; consequently, time, costs and resources are wasted. The objective of this study is to identify factors that can enhance the effectiveness of a teamwork discussion, through the focus group method. Six focus groups of participants from different types of business and organizational positions were conducted. The results from these focus groups indicate many factors influencing the success and failure of teamwork discussion. These factors, then, were summarized in four dimensions. The study also noticed that, in a teamwork discussion, a bulk of messages is ordinarily delivered among participants. These messages not only contain the contextual information, but also the implicit knowledge of the senders. The exchange of knowledge causes new knowledge and insight to be created in the receiver’s mind. We believe that the traditional knowledge creation concept of “ba” can be adapted in a teamwork discussion to remedy the impact of some factors and improve the efficiency of the teamwork discussion. Hence, the characteristics of ba were linked to our four-dimension results and the areas in which ba can play its roles were identified

The Relationship Between Knowledge Characteristics And Knowledge Value

This paper seeks to define the relationship between knowledge characteristics and their perceived value. The research model proposes that the knowledge characteristics influence the perceived value of knowledge. The survey was conducted in eight large organizations in Thailand. The proposed hypotheses were examined by applying Structural Equation Model. The research reveals two knowledge characteristics that negatively affect perceived value of knowledge due to transfer difficulty. In addition, one knowledge characteristic is found to positively influence value perception of knowledge due to difficulty to imitate, which in turn leads to competitive advantage. The study contributes to richer understanding of the most crucial factor in knowledge transfer, that is, knowledge itself. This should be of interest to management responsible for organizational knowledge exchange agenda

Customer-Centric Knowledge Creation For Customer Relationship Management

As the pace of today’s world increases with advances in technology and globalization, the heat of rivalry and competition in the business world is also rising. It is a wake-up call for many firms that they can no longer just convince customers to buy whatever they sell. They have to understand their customers. Customer Relationship Management (CRM) can assist firms to “know your customer” and “construct good relationships with customers.” In order to know your customer and construct a good relationship, customer knowledge must be acquired and managed. However, this is no easy task since customer knowledge can be subjective and difficult to extract or manage. An approach is needed to acquire and manage customer knowledge. Knowledge management, including knowledge creation, can assist in terms of acquiring and managing customer knowledge. Knowledge management not only improves understanding of the customer, but also improves business process performance by enabling response to customer needs in a timely manner with better quality of service. Customer-Centric Knowledge Creation is the process for the creation of knowledge based on customer knowledge within the CRM contexts which are enterprise-wide, customer-centric, technology-driven, and cross-functional. The aims of this process are to assist organizations to gain more understanding of the customer, embedding customer knowledge into organization knowledge, and creating a customer-focused mindset in organizational members. In other words, it is to sustainably create knowledge focusing on customer knowledge in an organization