Web-Based Knowledge Management Model

INTRODUCTION Value creation strategies in the 21st century have shifted from product differentiation and operational efficiency to knowledge creation and relationship building across the value network. Knowledge management (KM) and relationship management (RM) are two sides of the same coin in gaining competitive advantages in the knowledge-based economy. The focus of relationship management has been on customer relationship management (CRM), which has helped companies to acquire and retain customers and increase market share and profitability. For businesses that have a high percentage of sales through indirect channels, such as the hightech industry (Tanoury & O'Leary, 2000), partner relationship management (PRM) has become an important business strategy in the sell-side relationship management. As procurement cost and suppliers' commitment to meet production requirements can drastically impact a firm's performance (Aberdeen, 2001; Lang, Paravicini, Pigneur, & Revaz, 2002; Carey, 2005), the upstream supplier relationship management (SRM) is equally important as the downstream CRM and PRM. Enterprise relationship management (ERM) is a business strategy that optimizes the relationships between a firm and its customers, channel partners, suppliers and alliance partners in order to maximize opportunities. Knowledge management is a value creation strategy that exploits the knowledge assets of an enterprise to achieve business goals. It is concerned with the creation, sharing and utilization of knowledge in an organization. The internal focus of knowledge management to improve product innovation and operational efficiency has shifted to an external focus of enhancing business processes across the extended enterprise. In particular, the application of KM to CRM business processes and the management of customer knowledge have received increasing attention both in academia and in business. The merging of KM and ERM yields two perspectives: the ERM-oriented KM (EKM) and the KM-oriented ERM (KERM). The focus of prior research in this area has been on the integration of KM and CRM. While different models have been proposed for customer knowledge management (CKM) and knowledge-enabled CRM (KCRM), there are no standardized definitions of these terms. A commonly accepted concept is that CKM deals with the processes of managing customer knowledge, whereas KCRM deals with the utilization of knowledge to improve CRM processes. Gibbert, Leibold and Probst (2002) described CKM as the management of knowledge from customers and emphasized CKM as the strategic process by which customers are empowered as knowledge partners. It proposed five styles of CKM that can be used by companies depending on the nature of their customers. Paquette (2006) described CKM as the processes that a firm employs to manage the identification, acquisition and internal utilization of customer knowledge. Su, Chen and She (2006) proposed a conceptual framework for an E-CKM model by incorporating IT into the CKM model. Eppler, Siefried and Popnack (1999) classified business processes by knowledge intensity and process complexity. High CRM process complexity implies a high degree of knowledge to pursue the process goals. KCRM is the enablement of CRM processes by knowledge across the operations of marketing, sales and service. Gebert, Geib, Rolbe, and Piernpp (2002) and Gebert, Geil, Kobe, and Brenner (2003) described a CKM model based on a research approach in business engineering developed at the University of St. Gallen. The term CKM used by the St. Gallen authors refers to both the CKM and the KCRM aspects in the context of this paper. The St. Gallen approach derives from the reflections about CRM (Derliyski & Frohlich, 2004; Zanjani, Rouzbehani, & Dabbagh, 2008), in which customer knowledge is applied to support CRM processes (Gebert et al., 2002; Bueren, Schierholtz, Kolbe, & Brenner, 2004). The St. Gallen concept of the CKM model describes the basic elements for successful knowledge management in customer-oriented processes (Gebert et al. …

In contrast to the polluter-pays principle, environmental taxes are imposed at various points in the chain of production and distribution (e.g., the fuel and regulatory energy taxes in the Netherlands). To discuss the effects of environmental tax burden ratio on economic outcomes, we consider a market where there is one upstream firm and two downstream firms that pollute the environment. The government imposes environmental tax on the upstream and downstream firms at some tax burden ratio. Given the tax burden, the downstream firms invest in pollution-abatement technology. After investment, the upstream firm chooses a wholesale price, and then the downstream firms compete a la Cournot. We obtain the following results: First, the total amount of environmental damage increases with the tax burden in the downstream market if the pollution-abatement technology is inefficient. Second, the profit of downstream firms increases with their tax burden if the tax burden is small. Finally, in the optimal tax burden scenario, both upstream and downstream firms may have to pay tax.

Trade liberalization has a significant impact on the environment and social welfare of countries. In the real world, almost all industries exist upstream and downstream firms but the existing literature on the impact of trade liberalization rarely discuss the interaction between upstream and downstream firms. The goal of this study is to analyze the effects of trade liberalization on the trade policies, environmental policies and social welfare of downstream exporting countries when different pricing schemes (uniform pricing vs. discriminatory pricing) are implemented by upstream monopoly firms. By constructing a three-stage dynamic game model we found that, regardless of pricing schemes, trade liberalization leads to increase both environmental taxes and import taxes. Trade liberalization increases the social welfare of downstream countries under discriminatory pricing, while trade liberalization first reduces and then increases the social welfare of downstream countries under uniform pricing. The results indicate that the downstream countries always have the incentive to participate in trade agreements that integrate markets when discriminatory pricing schemes will be implemented by upstream firms. This finding is the most significant contribution of this paper which has not been addressed in the previous literature.

In a complex economy, production is vertical and crosses jurisdictional lines. Goods are often produced by an upstream national or global firm and improved or distributed by local firms downstream. In this context, heightened products liability may have unintended consequences on product sales and consumer safety. Conventional wisdom holds that an increase in tort liability on the upstream firm will cause that firm to (weakly) increase investment in safety or disclosure. However, this may fail in the real-world, where upstream firms operate in many jurisdictions, so that the actions of a single jurisdiction may not be significant enough to influence upstream firm behavior. Even worse, if liability is shared between upstream and downstream firms, higher upstream liability may mechanically decrease liability of the downstream distributor and encourage more reckless behavior by the downstream firm. In this manner, higher upstream liability may perversely increase the sales of a risky good. We demonstrate this phenomenon in the context of the pharmaceutical market. We show that higher products liability on upstream pharmaceutical manufacturers reduces the liability faced by downstream doctors, who respond by prescribing more drugs than before.

In today’s evolving knowledge-based environment, Knowledge Management (KM) has been recognized as a critical factor for both organizational performance and project success. Effective project knowledge management enables organizations to utilize their collective knowledge and experience in planning, executing and completing projects, leading to improved project outcomes and stimulates innovation. Successful innovation in product, process, or business model allows a company to achieve the competitive advantage. This study aims to implement the integration of knowledge management in project management. To achieve an effective integration of KM in project management, an assessment about KM Maturity is performed to all project managers in Project Management and Delivery Division of PT Aplikanusa Lintasarta by utilizing Asian Pacific Organization (APO) KM Assessment Tools. While project knowledge mapping on each project cycle is also performed to discover the current condition, identify the challenges and plan the strategy for the implementation to enhance project success. Result of the research suggests that KM Maturity assessment is classified at the initiation level, which implies that knowledge management has been implemented in certain areas but is not yet fully governed to support existing business processes. By integrating knowledge management into project management, the success rate of projects can improve; organizations can make advantage of project knowledge management on each of the project cycle which is pre-project, project implementation and post-project phases. This integration can improve project quality, increase efficiency and promote learning and innovation which ultimately leading to greater project success and become source of competitive advantage.

Purpose: This study explores the critical role of Knowledge Management (KM) in mediating and moderating the relationship between Enterprise Risk Management (ERM) and Competitive Advantage (CA). Methodology: This paper synthesizes existing research through a literature review of studies focusing on KM, ERM, and CA. Result: The research reveals that KM strengthens ERM's ability to manage risk by improving decision-making processes and enhancing organizational responsiveness to risks. Conclusions: Knowledge Management (KM) strengthens Enterprise Risk Management (ERM) and supports Corporate Advantage (CA) by improving decision-making, fostering innovation, and enhancing adaptability. KM acts as both a moderator and mediator, aligning risk strategies with business goals. As key intangible assets, KM and ERM help firms stay competitive. In high-risk sectors, integrated KM-ERM boosts responsiveness and performance, though challenges like silos and staff gaps require better communication and systems. Limitations: The study's limitation lies in its review nature, relying on secondary data from existing literature. Contribution: This study contributes to knowledge management, risk management, and strategic management by providing insights into how organizations can leverage KM to enhance risk management practices and gain a competitive edge. It provides practical recommendations for organizations aiming to integrate KM within their ERM strategies for better decision making and risk handling.

This article aims to explore the strategic interactions between knowledge management and key human resource management practices in an organizational context of the automotive industry in Morocco marked by the complexity of production processes and digital transformation. Through a qualitative study conducted with companies in the sector, it analyses how specific human resources management practices, such as recruitment, training, skills development, compensation, and internal communication, support knowledge transfer and management within these companies. The results show that KM and HRM are not only complementary but interdependent, creating synergies essential to organizational performance. Knowledge transfer, often influenced by human, cultural and technological factors, is enhanced by well-defined HR practices, which promote not only the acquisition and sharing of knowledge, but also its enhancement and preservation. The study also highlights the challenges associated with knowledge management, notably the identification, updating and storage of information assets, which require a proactive and strategic approach on the part of HR departments. This research is based on an exploratory qualitative approach, combining semi-structured interviews with four companies operating in the automotive sector and a literature review, in order to capture the complexity of HR practices in the Moroccan automotive sector. In summary, this paper proposes a conceptual model integrating the challenges and synergies between KM and human resources management, and an analytical framework offering practical recommendations for organizations wishing to maximize their competitive advantage by aligning their human resources strategies with their knowledge management objectives. Keywords. Knowledge management, Knowledge transfer, Human resources management, HR practices, Organizational synergies.

The purpose of this study is to determine the effect of the relationship between information technology, strategic leadership, and knowledge management on competitive advantage in chemical companies in Indonesia. Competitive advantage has become a major concern for companies in today's global market, especially the chemical industry. Based on an analysis of past research, there has been no research investigating information technology, strategic leadership, and overall knowledge management of competitive advantage in the context of chemical companies in Indonesia. Furthermore, the novelty of this research is to examine the relationship between information technology, leadership, and knowledge management on the competitive advantage in a research model. This study uses a quantitative method with a research population of chemical companies in Indonesia, total 1519 companies and a sample of 114 companies. The sampling technique uses an intentional sampling method, and the data analysis uses multiple regression analysis with SPPS 25. The results of this study indicate that information technology, strategic leadership, and knowledge management have a significant positive relationship with a competitive advantage. The implications of this study indicate that a manager's leadership strategy ability and the application of knowledge management for employees in this industry significantly influence competitive advantage. The use of information technology for strategic purposes should be more widely applied to increase competitive advantage.

Knowledge management involves the identification and analysis of available and required knowledge, and the subsequent planning and control of actions to develop knowledge assets so as to fulfill organizational objectives. Knowledge management helps management in taking informed and better decision. It also helps in creating intellectual capital for the organization. The importance of knowledge management is software industry is incredible. Knowledge management helps in improving execution and coordination across the organization, which is a challenge for software industry. Knowledge management also helps in increasing speed to delivery and precision of execution for software industry. A case of Patni computers system highlights the importance of knowledge management in software industry.

Aim/Purpose: This study aims to investigate the relationship between the knowledge management (KM) process and the performance of construction companies. The ultimate goal is to promote better efficiency and competitive advantage in the construction industry by making the best use of knowledge. Background: While attention to KM is currently on the rise, as shown by the number of studies conducted, research on KM in the construction industry of Indonesia is still very rare. However, organizational learning as the implementation of KM provides an opportunity to improve the construction industry, and thus there is an urgency to conduct research on this topic. Methodology: This study lasted for three months and used the survey method, with 100 questionnaires distributed to contractors of grade 6 and 7 on the islands of Java and Borneo in Indonesia. A total of 54 returned questionnaires were deemed complete and eligible for further analysis. Data analysis was performed using the structural equation modeling method with partial least squares (SEM PLS). Contribution: This study helps to measure the relationship value of the KM process and company performance. Findings: The results of this study indicate that the process of KM has a significant and positive influence on company performance, and there is a positive interaction in the process of KM and company performance as well. Recommendations for Practitioners: Construction companies need to perceive that activities undertaken in a construction project should always be assumed to be a KM process in order to make strategic and effective decisions that can result in improvements to customers, finance, internal business, learning, and growth. Recommendation for Researchers: Research on the KM process and information technology needs to be developed more, so that construction companies can apply this knowledge to explore problems and create solutions, resulting in methods to facilitate efficiency and effectiveness. Impact on Society: This paper helps to understand that KM activities provide initial benefits and guidance for companies that want to apply KM. Future Research: Innovative and new ideas to cultivate the KM process in the construction industry need to be explored and developed to improve the implementation.

Knowledge management is a process that develops, stores, and disseminates information in an organization to have better business performance and gain competitive advantage. Nowadays organizations realized the importance of managing knowledge within organization as a necessity to survive in today’s competitive market. There are several barriers for implementation of knowledge management due to culture and infrastructures. Iran as a developing country faces even more challenges implementing knowledge management in industries. Oil and gas as a leading industry usually pioneers in applying new management concepts in Iran. This research is going to discover and test main knowledge management implementation elements and find lacks in Iran’s oil and gas industry.

Purpose: The condition of competition between coal mining contractors causes the company leaders to manage the company and try as optimally as possible to get a competitive advantage compared to other similar companies. This study discusses the relationship of Competitive Advantage built from Market Orientation variables, HR Competence, and Knowledge Management to the performance of coal mining contractors in a comprehensive manner. It explains the transformation process of Company Performance to Competitive Advantage. Research implications: A research population is a number of 37 Coal mining contractors in Indonesia, including employees who are directly involved in strategic decision making in the company, namely the Project Head, Head Office Manager, and Director as respondents. Based on these data, Smart PLS 4 software processes structural parameter estimates according to the relational model described in the study's conceptual framework. Results and conclusion: The results showed that Market Orientation, Knowledge Management and Company Performance have a significant effect on Competitive Advantage, Quality of Human Resources, Market Orientation and Knowledge Management also has a direct effect on Company Performance, but Quality of Human Resources has no significant effect on Competitive Advantage. While the Company's Performance is a Full Mediation of the Quality of Human Resources on Competitive Advantage. Originality/value: This research contributes to the development of RBV theory, especially the study of company performance on competitive advantage in a resource-based view perspective through market orientation, HR competence, knowledge management, and the practice of applying SECI knowledge to this research object, which is proven to be able to increase competitive advantage. Theoretical reference: The originality of the theoretical model in this study contributes to the development of the RBV theory, the implementation of the concept of Competitive Advantage regarding the integration of internal key resources between intangible and capability aspects of coal mining contractors.

The knowledge-based economy is coming, and knowledge management (KM) has rapidly disseminated in academic circles as well as in the business world. While an increasing number of companies have launched into knowledge management initiatives, a large proportion of these initiatives are limited to a technical focus. The problem with this type of focus is that it excludes and neglects the true potential benefits that can be derived from knowledge management. This paper develops a new metric, knowledge management performance index (KMPI), for evaluating the performance of a firm in its KM at a point in time. We therefore suggest that a KMPI can be used to determine KM activities from the following perspectives: knowledge creation, knowledge conversion, knowledge circulation and knowledge completion. When KM activities efficiency is increased, KMPI will also be expanded, enabling firms to become knowledge intensive. This paper makes three important contributions: (1) it provides a formal theoretical grounding for the validity of the Black-Scholes model that might be applied to KM; (2) it proposes a measurement framework to enable knowledge assets to be leveraged effectively and efficiently; and (3) it presents the first application of the Black-Scholes model that uses a real-world business situation involving KM as its test bed. The results prove the option pricing model can act as a measurement guideline to the whole range of KM activities.

PurposeThis paper aims to provide a comprehensive academic literature review on the relationship between knowledge management, knowledge transfer and organizational performance in a specific subset of the creative industry, i.e. arts and crafts organizations. Furthermore, this paper analyzes how knowledge management and transfer within arts and crafts organizations help increase performance and enhance the value of the activity of the so-called “knowledge workers” (i.e. craftsmen), who are the real knowledge owners in the process of value creation.Design/methodology/approachThe literature review follows the model suggested by Vom Brocke et al. (2009). The review follows a five-phase approach so as to be systematic, transparent and replicable. Academic contributions published over two periods are taken into consideration. The first period covers the years 1990-2000, when the concepts of creative industry and knowledge-based economy were developed. The second period covers the years 2000-2016, when scholars started to investigate how to effectively transfer knowledge (very often in the form of “tacit knowledge”) retained by master craftsmen in arts and crafts organizations and the critical role played by craftsmen in the performance of such organizations.FindingsThree main issues have emerged: how arts and crafts organizations manage and transfer knowledge internally; the effects of these activities on organizational performance; and the prominent role of craftsmen. The literature review shows how in arts and crafts organizations there is a considerable link between the concepts of “performance" and "tacit knowledge", even though addressing such link is somehow hard to realize, for several reasons discussed in the paper. The measurement of performance in arts and crafts organizations has become an area of academic investigation only when both the role of knowledge management and transfer and the role of knowledge workers (i.e., craftsmen) have become evident for obtaining a competitive advantage.Research limitations/implicationsThis paper has been an attempt to organize existing studies on knowledge management and transfer and to investigate the relationship existing between knowledge and performance in arts and crafts organizations. Nevertheless, the relationship between knowledge and performance is yet to be explored, as well as the development of techniques for measuring arts and crafts organizations’ performance effectively. The present contribution calls for a systematic reflection on how the transfer of traditional craftsmen’s skills impacts organizational performances in the long run. The definition and implementation of new performance evaluations criteria tailored to enhance the tacit knowledge of craftsmen as a real source of differentiation and competitive advantage for the arts and crafts organizations is somehow still missing.Practical implicationsBy pursuing its objectives, the present contribution aims to represent a step toward enabling arts and crafts organizations to play a vital role in the modern society in a more structured way. This would help to build awareness of the potential of arts and crafts organizations for promoting economic growth, proposing a value proposition different from the one dictated by the globalization and by the triumph of product standardization and mass production.Originality/valueAnalyzing the knowledge management and transfer within arts and crafts organizations with a historical perspective, it appears that the recognition in academic literature of the centrality of knowledge management and transfer within arts and crafts organizations is only recent (i.e. from 2011 onward). Indeed, for approximately 20 years (i.e. 1990-2010), knowledge has been constantly related to technological paradigms and standardized results, with very little research and debate on craftsmanship and the role of craftsmen. Nevertheless, the research shows that over the years, the focus on knowledge in arts and crafts organizations and knowledge transfer has become progressively more detailed and precise: some authors have studied the role of craftsmen in the knowledge economy according to a historical perspective, while some others have analyzed different types of knowledge more thoroughly. For example, Sveiby (1997, 1996), analyzing the concept of "knowing talent" and "tradition", outlines a more prominent role of craftsmen in the knowledge economy and explain how, in sectors with a strong traditional background, the transfer of tacit knowledge is a meaningful challenge for many organizations.

PurposeThe purpose of this paper is to investigate the effect of supply chain integration (SCI) in terms of supplier integration, customer integration, and internal integration on knowledge management (KM) and technical innovation (TI). The study also investigates the effect of KM on TI. Furthermore, the mediating effect of KM on the relationship between SCI and TI is investigated.Design/methodology/approachStudy model and hypotheses were developed based on literature review. The study is based on survey data collected from 217 Jordanian manufacturing companies in electrical, electronics, machinery, and mechanical appliances industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct validity. Direct and indirect effects were tested using structural equation modeling and bootstrap re-sampling technique.FindingsThe results reveal that supplier integration and customer integration have positive effects on KM and TI, while internal integration has not. Also, KM has a positive effect on TI. In addition, KM mediates supplier integration-TI and customer integration-TI relationships, while does not mediate internal integration-TI relationship.Originality/valueMost existing studies examined the effect of KM on SCI and supply chain management. This study argues and empirically demonstrates that SCI contributes to KM capability of manufacturing companies. Moreover, this is one of the first studies to investigate the mediating role of KM on SCI-TI relationship. The paper provides evidence that external integration is superior to internal integration in enhancing KM and TI.