Communications of the IBIMA, 6/2008 – interesting articles

[Deutscher Titel: Communications of the IBIMA, 6/2008 – interessante Artikel (Text übersetzen: Deutsch)]

Communications of the IBIMA, Volume 6, 2008

Corporate Social Responsibility and Knowledge Management Implications in Sustainable Vehicle Innovation and Development 8-14
Hamid Jafari Khaledabadi and Thomas Magnusson

  • Abstract: Recently, due to the ever-increasing concern regarding the environment, the automotive industry has experienced a significant technological competition in the power-train. Focusing on how Corporate Social Responsibility issues can affect product innovation in a mature industry, this paper studies different technology strategies in sustainable vehicle development. In this regard, after a comprehensive literature review, by carrying out a patent analysis in Europe, the study exemplifies how typical technological knowledge could be managed to enhance innovation strategies. The study reveals that hybrid and fuel-cell technologies have gained prominent attention in the past two decades and seem to be the least risky approaches of alternative technology vehicles in the foreseeable future. Also, the study shows that the Japanese carmakers, who have had a clear commitment to sustainable management, have been the pioneers in this field. Moreover, the paper has some strategic science-to-market transfer implications as well which could serve as the cornerstones of sustainable competitive advantage.

Integrating Service Failure and Recovery into Knowledge Management 15-20
Mjahed Samiha

  • Abstract: Service failure and recovery is a well-established area of services research. Research has shown that service recovery is critically important from a managerial perspective in terms of maintaining customer relationships. Yet few firms excel at handling service failures. There is a growing number of managers who claim that customers tend to be dissatisfied with their service recovery effort. Their employees cannot improve service processes when they experience recovery situations and their companies still does not learn from service failure. Michel et al (2007) attribute the service recovery ineffectiveness to the competing interests for managing employees, customers and processes. We agree with their contention that to address these criticisms, complaint management must first acknowledge and then find new approaches to achieve consistency and to correct the misalignement of interests that can exist between the actions of the organisation and the needs of its customers and employees. We believe that search in the customer knowledge management literature represent one effective means to enhance a firm ability to implement a cohesive service recovery strategy.

Revisiting the Art of Collaboration in the Age of Internet 21- 24
Saadat M. Alhashmi and Jawed Siddiqi

  • Abstract: The paper establishes the necessity for collaboration for effective supply chain management in the age of Internet. In a networked society where everything is connected, collaboration is the word visited and revisited every now and then. How can we collaborate to optimize resources efficiently? This paper briefly explores some enablers, obstacles for supply chains and proposes some basic components of a strategy for enabling and overcoming these obstacles. A brief discussion of the benefits that go beyond the bottom line, including customer demands and personalisation are noted. Focus of this paper is on the collaboration within the context of supply chain management.

Knowledge Management and Competitive Intelligence: A Synergy for Organizational Competitiveness in the K-Economy 25-34
Khairul Mizan Taib, Saiful Farik Mat Yatin, Abdul Rahman Ahmad and Ahmad Nazri Mansor

  • Abstract: The competitive pressure in business environment has increased tremendously especially in the knowledge based economy. As a result, companies from various industries around the world have invested millions in embarking the Knowledge Management Systems (KMS) and Competitive Intelligence (CI) activities to manage information and knowledge resources in their organizations to be competitive. This paper discusses the similarities, differences and benefits of the two fields to organizations. In addition, it examines the resource-based theory approach to organizations and further highlights the importance of integrating KM and CI processes to generate synergy in order to create and sustain competitive advantages that will lead the organizations to compete strategically in the K-Economy.

Requirements of Knowledge Management Systems According To Performance and Risk Related Issues in Global Supply Chains 35-40
Markus Mau and Nicole Mau

  • Abstract: The development in global network perspectives forces the demand for a proper knowledge management and according configuration of performance and risk issues that occur from the ongoing trend towards the globalized supply chain. The paper shows the requirement shift through globalized procurement. As an effect towards long distance purchasing activities the direct control of production, logistics processes and processing are out of direct control for most of the person in charge in downstream processes. Process transparency and information readiness are essential to reduce risk in (e-)business networks. Output of this requirement is a long-term orientated knowledge management. Support can be delivered by vertical coordination through interorganizational agencies as EurepGap and IFS for the food industry. In this industry a huge gap can be identified in between brand mark products (of international/global brand companies) and local/regional producers – leading to a twin track development.

Knowledge Sharing in Knowledge-based Institutions 41- 48
Jessica Sze-Yin Ho, Cheng Ming Yu and Lau Pei Mey

  • Abstract: Recent development has witnessed the emergence of new economy where knowledge has become a valuable resource and asset. As things change speedily in this new economy, the concern is not only on how much you know, but also how quickly you can capture and apply what you have learnt. In many ways, knowledge sharing is envisaged as a natural activity of academic institutions. The number of seminars, conferences and publications by academics is far exceeding any other profession, signifying the eagerness and generosity of academics to share knowledge. However, a closer look at the problem might reveal a different story; instead of knowledge sharing, “knowledge hoarding” could be more prevalent in academic institutions. This paper examines the knowledge sharing behaviour among academics. The overall findings revealed that incentive system and personal expectation are two key factors in driving academics to engage in knowledge sharing activity.

The Importance of Learning to Differentiate between ‘Hard’ and ‘Soft’ Knowledge 67-74
Matthew Hall, Stewart R. Clegg and John Sillince

  • Abstract: For knowledge to be managed it has to be severed from those who produced it; it must be stable, replicable, and translatable across contexts, space and time. What this entails is that at some point in its development it has to be divided from its auspices as a specific knowledge of specific people. In science the norms of replication and experimentation enable this division. In the commercial world, where what is required is a commercial product that can be marketed as distinct, different norms operate. In this paper we explore what we take to be a significant way of making such division, which entails the strategy of differentiating that which is ‘soft’ from that which is ‘hard’. Such categories are not self evident and are always socially constructed. In this paper we look at the process through which the division is made up.

Aligning Knowledge Management Processes And Innovation Management Capability in A Global Business 130-135
A. Bechina Arnzten and L. Voransachai

  • Abstract: Today, it is well recognized that sustainability and competitiveness of global organizations can be insured only if they concentrate on managing knowledge processes in an effective way. It is as well, commonly agreed that the most innovative companies are the one being able to take care of their intellectual assets. These organizations usually provide the right technological and social infrastructure that on one hand leverage the corporate knowledge and on the other hand allow turning ideas into innovative products and services. The paper intends to draws a link between knowledge management processes and Innovation management capability. A model of innovative capabilities based on Knowledge management initiative is presented.

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