Knowledge management and organizational performance: Theoretical Study 1. Introduction Knowledge is an asset that needs to be effectively managed. Interest in knowledge management (KM) has grown dramatically in the recent years, as more researchers and practitioners have become aware of the knowledge potential to drive innovation and improve performance. For an organization to remain competitive, it must effectively practice the activities of creating, acquiring, documenting, transferring, and
Words: 9792 - Pages: 40
and Capabilities o Structure and systems • SWOT – link between the firm and industry environment, two-way classification of internal and external factors • Strengths and Weaknesses – related to the internal environment, • Opportunities and Threats – related to the external environment, classification of external factors into O and T • Strategic Fit o Success: Strategy is consistent with firm’s external and internal environment – its goals and values, resources and capabilities and
Words: 1765 - Pages: 8
financial and competitive capabilities Creating a vision for the firm’s future direction How to outcompete rivals. How to respond to economic and market conditions and growth opportunities. How to manage functional pieces of the business. How to improve the firm’s financial and market performance. ♦ Where do we want to go from here? ● ♦ How are we going to get there? ● Crafting an action plan that will get us there 1–3 1–4 WHY DO STRATEGY ? ♦ A firm does strategy: ● ● ● STRATEGY
Words: 1224 - Pages: 5
The Strategic Management Frameworks Arnoldo Hax Alfred P. Sloan Professor of Management The Frameworks for Competitive Positioning Porter Resource-Based View of the Firm • The Delta Model • • Porter’s Framework for Explaining the Profitability of a Business Competitive Positioning Achieving sustainable competitive advantage Industry Structure Factors affecting industry profitability Strategy Formulation and Implementation Defining and executing the managerial tasks Elements
Words: 3007 - Pages: 13
structure • C. Divisional organization • D. Matrix structure Correct : A matrix structure allows an employee to be assigned to both his or her functional team and to another group, based on a project or product. By using a matrix structure, a firm can capitalize on the knowledge of its employees in more areas than just their currently stationed line. Materials • Matrix Organizational Structure Concept: Contemporary Organizational/Enterprise Structures Mastery 100% Questions • 4• 5
Words: 1446 - Pages: 6
the module is to introduce the student to the way in which a firm can achieve sustainable competitive advantage through strategy. LEARNIING OUTCOMES By the end of the course students should be able to (1) understand the concepts of strategic management, (2) evaluate the factors that need to be considered in analysing a firm’s external environment, (3) evaluate the internal core competences of a firm, (4) formulate strategy for the firm, (5) understand the nature of corporate strategy, and (6) understand
Words: 1703 - Pages: 7
The role of Strategic Conversations with Stakeholders in the Formation of Corporate Social Responsibility Strategy. Summary The main discussion of this journal is to explore the role and the use of strategic conversations in corporate social responsibility (CSR) strategy formation from a conceptual perspective to actual practices. Based on this research, the authors have given the strongly recommendation that by intensifying the stakeholder engagement in the CSR strategy-making process, through
Words: 1280 - Pages: 6
Strategy requires an organisation to make trade-offs in competing with other firms by choosing what not to do. The business environment has now become so competitive requiring leaders to develop effective strategies that result in improved competitive. Technology has now made it so easy for competitors to match one’s product within a short space of time. Changes in customer tastes and preferences require robust systems and strategies to maintain current market share profitably and ensure growth.
Words: 4555 - Pages: 19
originally an engineer, then an economist before he specialized in strategy) and looks at the size and composition of the market you intend to target. Strategic strength is a supply-side dimension and looks at the strength or core competency of the firm. In particular he identified two competencies that he felt were most important: product differentiation and product cost (efficiency). He originally ranked each of the three dimensions (level of differentiation, relative product cost, and scope of
Words: 2130 - Pages: 9
to how firms gain a competitive advantage over rivals. In addition, since ICA tends to integrate quantitative and qualitative analysis more than other courses, you will have the opportunity to apply knowledge and skills you've gained across the curriculum (e.g., from finance, ISOM, Marketing, O&M, and Strategy). Building Competitive Advantage The broad focus of the course is on building competitive advantage with special emphasis on how firms can gain access to new resources or capabilities that may
Words: 7898 - Pages: 32
