Cultural Levels and Business
February 12, 2025
Scaling Techniques for Measuring Data Gathered from Respondents The term scaling is applied to the attempts to measure the attitude objectively. Attitude is a resultant of number of external and internal factors. Depending upon the attitude to be measured, appropriate scales are designed. Scaling is a technique used for measuring qualitative responses of respondents such […]
As a Marketing professional you are too familiar with marketing research. In fact Organisations spend millions of dollars into market research to know anything, everything and all things about their customers. The market research analysis and outcome becomes the input for developing Marketing, Advertising and selling strategies as well as in designing product strategy as […]
Consultative selling process is not easy to handle and can be quite lengthy too. However a good salesman never loses his patience with each of his leads and pursues until each case to its logical conclusion. With every sales lead, one gets to learn and better one’s skill. Over a period of time, handling and […]
More often than not, organizations spend a fortune on marketing and product development separately. This is the case with many companies that have different departments dealing with marketing and product development without any coordination. It is left to each of the departments to try and understand what the others are saying to form a cohesive […]
The Genesis and the Root Cause of the Problems Faced by Infosys In 2019, the venerable IT (Information Technology) firm and the bellwether of the Software industry, Infosys, has been in the news for all the wrong reasons. Starting with the changes to the Board and the Management to the stepping aside of the founders, […]
Knowledge management is the recognition, optimization and effective handling of intellectual assets to build value, enhance productivity, and achieve and maintain competitive advantage. This comprises of the summarization, combination, dissemination and utilization of knowledge in an organization. Thus the management of knowledge comprises of various tasks and functions. The generation of a knowledge management strategy includes an inspection of a range of interconnected notions and aspects. For this first the understanding of what is knowledge is required.
An awareness of what composes knowledge is decisive to its valuable management. For instance, when knowledge is deliberated to be identical with information the concentration will move towards the management of information systems as a substitute for knowledge management.
The different descriptions of knowledge indicate that it has much more meaning than information. There are efforts to differentiate among data, information and knowledge. Knowledge is developed from data, which is primarily processed into information. This information can form knowledge when it becomes an input to a system and when it is confirmed as an applicable, appropriate and functional part of knowledge.
A strategic framework for knowledge management should be relevant for an organization targeting to sustain competitive advantage. The framework should assist an organization to create a clear association between the competitive circumstance and a knowledge management strategy. It should support the organization to institute its competitive advantage. Even as each organization will locate its own distinctive connection between knowledge and strategy, any such competitive knowledge can be categorized on a degree of innovation comparative to the remaining of the particular industry into three groups as below:
After recognizing the competitive knowledge position of the organization it is required to do a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) to ascertain the strategic gaps in an organization’s knowledge.
This permits the organization to recognize where it has knowledge that it can take advantage of and where it needs to build up knowledge to sustain or expand its competitive position. This is accomplished by examining the organization’s knowledge position in two dimensions:
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