Strategic Knowledge Management Introduction.pdf
This paper examines developments in the fields of economics, management and ICT in the context of the growing global knowledge economy. It highlights the convergence of management and technological drivers towards knowledge oriented strategies and strategic knowledge management capabilities.
Development of Strategic KM Solutions.pdf
The strategic knowledge management scope is defined at three levels: business strategy, knowledge management capability and strategic knowledge centred capabilities. The basic building blocks are company-specific knowledge assets, which combine to form competences in turn used by organizational processes to provide capabilities suited to achieving corporate strategies.
Knowledge principles and knowledge networking.pdf
Knowledge is defined as re-usable information in a specific context.Knowledge Networking is defined as the interconnection and co-ordination of knowledge through context models.
Total Corporate Optimisation.pdf
Business optimisation is first and foremost dependent on understanding the company in terms of its characteristic features, its behaviour and its performance and the way it interacts with the external environment particularly clients and competition.A company is essentially a dynamic system that consumes or utilise resources to transform an input to an output. The output contributes some ‘value’ to some wider system; this being the company itself or the wider system such as region or country or global development. If the output is not carefully monitored and the transformation process controlled accordingly the output value will be inadequate; there will be output errors and system instabilities. Further more if the system is not designed to deliver its performance targets, the necessary adjustments may become difficult to implement and could cause performance instabilities. The TCO approach is aimed to provide optimised options for the organisational system and then to provide operating solutions to ensure proper control of the business performance.
The value, responsiveness and responsibility dimensions of strategic management .pdf
In the first part of this paper a cursory review of the evolution of strategic management theories indicates that the key strategic issues for business managers are value, responsiveness and responsibility. Strategic management theories are therefore analysed with respect to value, responsiveness and responsibility criteria and the output is summarised in the 4CR strategic management classification.
The main theories examined are:
· Industrial organisation / environmental approaches;
· Resource Based View (RBV) and related theories on core competencies and dynamic capabilities;
· Business networking;
· Knowledge view of the firm;
· Corporate responsibility and sustainability;
· Stakeholder oriented approaches.