Suchergebnisse

Knowledge management is increasingly being mentioned in practice and research as a mechanism for gaining competitive advantage. Not only the high-tech industry needs to put knowledge management to use, but also the service industry. This article presents a conceptual framework to provide insights for managers to implement knowledge management in service businesses. Especially, we provide a four-stage approach in this study that was adopted from the processes of knowledge management proposed by Alavi and Leidner (2001) and we suggest two to four strategies for each process.

How can practices of knowledge management (KM) enable organizational learning to occur and then lead toward a learning organization? We seek the answer to this question by exploring three cases, Winbond, Worldpeace, and TSMC, chosen respectively from upstream, midstream, and downstream firms in the IC industry in Taiwan. We studied KM practices focusing on aspects of knowledge creation, storage/retrieval, transfer and application. Results showed that KM may play different enabling roles among IC designer, distributor and manufacturer. In this study it was found that IC designers may focus more on knowledge storage, while IC distributors pay more attention to knowledge application, and IC manufacturers emphasize knowledge creation.