Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector

Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector

Arla Juntunen (Helsinki School of Economics, Finland)
DOI: 10.4018/978-1-60566-270-1.ch007
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Abstract

This chapter focuses on the challenges of developing a knowledge management platform to support organizational memory and knowledge transfer. The study is based on a qualitative study in the ICT sector. First, the chapter discusses the development of the KM platform. Second, the benefits, and a competitive advantage of such a platform, are discussed. Finally, the conclusions are made, based on the case study.
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Introduction

Increased value of knowledge, technological complexity, global competition, and the availability of Internet and other emerging, digital technologies are key drivers in this change from information society to knowledge society (Castells, 1996). Managing the data, information, and knowledge within the organization, as well as using it to gain a sustainable competitive advantage, is a challenging task for both public and private sector organizations. Knowledge management essentially consists of tools, practices, and processes to efficiently capture, store, and share data and knowledge of individuals within an organization.

The last decade has witnessed a growth of information generated within organizations due to the increase use of technology and Web. During the 1990s, a concept of knowledge management (See, e.g., Davenport, 2001; Möller and Svahn, 2006; Nonaka & Takeuchi, 1995, Nonaka, Toyama, & Konno, 2001; Teece, 2000) emerged, and both the public and private sector researchers accepted it in the information technology and management literature. Sharing, transferring, and storing organizational knowledge has stressed the idea of further developing a data warehouse to support organizational learning and knowledge management within the organization. Exploiting the information and knowledge within data warehouses is one method to attain industry-leading performance (Juntunen, 2008; Matusik & Hill, 1998; Törmänen, 2003) and competitive advantage in markets. Organizations that develop and leverage knowledge resources achieve success more likely than organizations that are more dependent on tangible resources (Autio, Sapienza, & Almeida, 2000; Teece, 2000; Yli-Renko, Autio, & Tontti, 2002). This knowledge is embedded and carried through multiple entities, including organizational culture and identity, policies, routines, documents, systems, and employees. Moreover, the life cycles of technologies, products, and platforms are getting shorter, placing greater pressure on the speed of response and strategic renewal of the organization. The intangible resources drive value, and innovations are crucial for any firm to create a sustainable competitive advantage in markets.

This study is based on the knowledge-based view of the firm, and also the resource-based view of the firm theories. Originating from the strategic management literature, the knowledge-based view of the firm perspective builds upon and extends the resource-based view of the firm (RBV) initially sponsored by Penrose (1959) and later expanded by others (Barney, 1991; Conner, 1991; Wernerfelt, 1984). Although the latter theory recognizes the important role of knowledge in firms that gain a competitive advantage, supporters of the knowledge-based view claim that the resource-based perspective does not go far enough. Particularly, the RBV treats knowledge as a generic resource, rather than having unique characteristics. Consequently, it does not distinguish between different categories of knowledge-based capabilities. Information technologies can play a significant role in the knowledge-based development in the organization in that information systems can be used to synthesize, enhance, and speed up large-scale intra- and interorganizational knowledge management efforts (Alavi & Leidner, 2001) and knowledge repositories.

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Dedication
Patricia Ordóñez de Pablos
Table of Contents
Chapter 1
Jakob Lauring, Toke Bjerregaard
This chapter deals with the role of language use and knowledge sharing in the context of international subsidiaries. The chapter analyzes the role... Sample PDF
Knowledge Sharing and Sociality: On the Linguistic Embeddedness of Knowledge Exchange in International Subsidiaries
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Chapter 2
Ruth Alas
This chapter analyzes organizational changes and organizational learning in Estonian companies. During the last decades, Estonia has transformed... Sample PDF
Organizational Learning During Changes in Estonian Organization
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Chapter 3
Giovanni Schiuma
Today’s global business is characterised by interconnectedness, interdependence, and an increasing level of complexity that force organisations to... Sample PDF
Strategies for Assessing Organisational Knowledge Assets
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Chapter 4
Poul Houman Andersen
In order to capture market dividends and stay at par with the competition in the knowledge-based economy, firms must constantly develop their skill... Sample PDF
Division of Interfirm Activities in the Knowledge-Based Economy: The Crucial Role of Knowledge Processors
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Chapter 5
Luiz Antonio Joia, Paulo Sérgio da Silva Sanz
Since the early 1990s, research has been conducted in an attempt to establish a viable and reliable manner of measuring the intangible assets, also... Sample PDF
The Conundrum of Valuing a Company's Intellectual Capital: The Role of Taken-for-Granted Indicators
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Chapter 6
Tongo Constantine Imafidon
This chapter avers that over the past years, monolithic organizations, as opposed to multicultural organizations, have been created by many top... Sample PDF
The Multicultural Organization: A Historic Organizational Theory for Gaining Competitiveness in Global Business Environment
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Chapter 7
Arla Juntunen
This chapter focuses on the challenges of developing a knowledge management platform to support organizational memory and knowledge transfer. The... Sample PDF
Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector
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Chapter 8
Corrado lo Storto
This chapter reports the findings of an empirical study whose purpose is to identify the attributes of the organization infrastructure that support... Sample PDF
Learning Organizations or Organizations for Learning? How Small Firms can Learn from Planned and Random Technical Problem-Solving: Implications for Technical Education
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Chapter 9
Ernesto Villalba
The present study explores the relationship between the knowledge-enabling environment and the demand of training in 18 small private companies... Sample PDF
Learning at the Core: Knowledge Management as an Employer Strategy for Lifelong Learning
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Chapter 10
Dimitris Bibikas, Iraklis Paraskakis, Alexandros G. Psychogios, Ana C. Vasconcelos
The increasing pressure of today’s highly globalised markets has lead organisations to continuously compete for knowledge and innovation. Despite... Sample PDF
An Integrated Knowledge Innovation Process Management Model: The Case of Skandia
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Chapter 11
Christian Nielsen, Robin Roslender, Per Nikolaj Bukh
During the last decade, many calls for improving disclosure practices, in relation to intellectual capital and intangibles, have been uttered in the... Sample PDF
Intellectual Capital Reporting: Can a Strategy Perspective Solve Accounting Problems?
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Chapter 12
Huei-Chen Hsu
The main points of this chapter are probing for the combination of information technology and virtual work, and how to change the distribution of... Sample PDF
Managing the Information Technology: Knowledge Transfer in Virtual Teams
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Chapter 13
Miltiadis D. Lytras, Patricia Ordóñez de Pablos
Multinational companies (MNCs) are facing important challenges within the current economic context. Rapid technological changes, the globalization... Sample PDF
The Building of the Intellectual Capital Statement in Multinationals: Challenges for the Future
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Chapter 14
Pedro López Sáez, José Emilio Navas López, Gregorio Martín de Castro
During more than a decade, the literature has provided several intellectual capital models. Nevertheless, empirical evidence is still necessary in... Sample PDF
Intellectual Capital in Knowledge-Intensive Firms: Exploring the Concept and Main Components in Boston's Route 128
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Chapter 15
Weiling Ke, Kwok Kee Wei
This chapter uses organizational learning as a lens to study how firms implement the enterprise system. The core research questions are: What are... Sample PDF
Organizations and Learning Process: Its Antecedents and Consequences in Enterprise System Implementation
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Chapter 16
Kholekile L. Gwebu, Jing Wang
Improvements in technology have led to innovations in training such as Electronic Learning (E-learning). E-learning aims to help organizations in... Sample PDF
The Role of Organizational Environmental, and Human Factors in E-Learning Diffusion
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Chapter 17
Mikel Sorli, Dragan Stokic
Managing of knowledge for innovation in an extended enterprise (EE) environment is a key issue. This in turn requires effective utilization of... Sample PDF
Supporting Innovation Through Knowledge Management in the Extended Enterprise
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Chapter 18
Luis Felipe Luna-Reyes
Contemporary organizations face the challenge of growing and advancing in a complex and changing environment (Johannessen, Olaisen, & Olsen, 2001;... Sample PDF
Government Innovation Through Knowledge Management
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Chapter 19
Marc Henselewski, Stefan Smolnik, Gerold Riempp
Today’s business environment is characterized by highly transparent markets and global competition. Technology life cycles are decreasing due to the... Sample PDF
A Technology-Focused Framework for Integrating Knowledge Management into Strategic Innovation Management
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