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Impact Of Knowledge Management On Organizational Competitiveness
FirstName MiddleInitial(s) LastNameInstitutional Affiliation (Department Institution)Course Number and NameInstructor Name and TitleAssignment Due Date
Becerra-Fernandez, I., Gonzalez, A., & Sabherwal, R., (2004) Knowledge management: challenges, solutions, and technologies. Pearson Prentice Hall.
The text presents a wide range of perspectives on the related topic of Knowledge Management by combining evaluations from various writers to define the journey of Knowledge Management (Becerra et al., 2004). The study’s strength is its collection of 15 referred sections in Knowledge Management (KM). The work is produced by authors who have had a considerable impact on knowledge management in recent years, highlighting the intricacies and evolutionary aspects of knowledge management while compensating for conceptual landmarks. The study is significant to my research since it covers the philosophical lens of intellectual capital, the role of technology in organizational learning, knowledge management roles, and the teams that work in organizations (Becerra et al., 2004). Despite the large pool of reviewed articles and sections on knowledge management, the study experiences drawbacks in information generalization. Most authors focus on various audiences to address the broad concerns on knowledge management. Furthermore, the continuous growth of knowledge management makes it difficult to provide all necessary information for audiences.
Tiwana, A. (2002). The knowledge management toolkit: Orchestrating IT, strategy, and knowledge platforms (2nd ed.), Prentice Hall PTR.
Tiwana (2002), provides a forward approach for deploying knowledge management practices in the workplace. The book draws a connection between principles and application by assuming that there is nothing a company can do to avoid knowledge management and that the quality of information is defined by how well it is used. The author illustrates how and why information may give companies a competitive edge, how it can enable them to avoid repeating mistakes, and how it can help them deal with sophisticated assumptions, transitory possibilities, and internationalization (Tiwana, 2002). In addition, the author recognizes key Knowledge Management contributions. The texts provide the most incredible technologies and methodologies for firms using knowledge management systems to enhance results. Tiwana (2002) presents advanced methodologies for organization, design, implementation, installation, and management using realistic procedures and illustrations. However, the book incorporates the most up-to-date tools, techniques, and practice guidelines. It is, without a doubt, a valuable handbook for all types of entrepreneurs, particularly those who want to implement change instead of being guided.
Torabi, F., & El-Den, J. (2017). The impact of knowledge management on organizational productivity: a case study on Koosar Bank of Iran. Procedia Computer Science, 124, 300-310.
Torabi and El-Den (2017) analyze the function of “tacit” information sharing on organizational efficiency. The poll results showed that workers’ willingness to share and, as a result, the sharing of implicit and explicit knowledge had a significant direct effect on productivity. Furthermore, the analysis revealed that the share of expertise spurs innovation, but it will also improve individuals’ incredible assets as an extreme effect on others’ information, experience, and perspectives. The survey is done to discover components that have a role in successful performance: organizational inventiveness and competitiveness. This study’s strength is its unique methodology for analyzing increased efficiency. The findings demonstrate that the proposed constructs are a good measure of the information management concept (Torabi & El-Den, 2017). Alternatively, despite suggestions that there is a correlation between purpose to share and information sharing, few academics have genuinely proven the causal connection between Tacit and Explicit information and the structure of this link. This period of fast new technologies for many businesses is also a period of constant competition to maintain a market edge.
 Ahmad, S., & Schroeder, R. G. (2011). Knowledge management through technology strategy: implications for competitiveness. Journal of Manufacturing Technology Management.
Ahmad and Schroeder (2011) contemplate strategic knowledge initiatives along with 3 components: assertive innovation stance, procedure adjustment and exploration, and participatory innovation sourcing; and inspect their connections with plant profitability. They suggest that a learning-based strategic approach creates an atmosphere and environment in which the production process and operational information can be unique, resulting in enhanced competition. The research has emphasized the necessity for proactive technological posture, process adaptability and experimenting, and coordinated technological sourcing (Ahmad & Schroeder, 2011). The flaw is very little is recognized about their reciprocal dependency and how they interact to affect plant productivity. The insights gained can apply competitively in knowledge management decisions. Much of the current design assumes that an institution’s increases in productivity are in place and analyzes the elements that influence learning and their influence on meeting the organizational goals. The research findings also show that a fragmented approach to information systems is unproductive. This has substantial implications for practice, as many firms pursue aspects of a learning-based strategic orientation, failing to boost their productivity.
Abdi, K., Mardani, A., Senin, A. A., Tupenaite, L., Naimaviciene, J., Kanapeckiene, L., & Kutut, V. (2018). The effect of knowledge management, organizational culture, and organizational learning on innovation in automotive industry. Journal of business economics and management, 19(1), 1-19.
Abdi et al.’s (2018) article investigated the active and passive influence of corporate governance, knowledge transfer, and organizational capabilities on innovation. The research integrated a knowledge-based perspective concept with a compelling value framework to provide a novel theoretical basis for assessing important factors of creativity. The study’s merits include giving fresh insights into the mechanisms that underpin this relationship by evaluating the influence of knowledge management on automotive parts production innovation. Nevertheless, just a few research in have looked at the implications of business variability on performance variance within industries. In the quality management framework, more studies might be done to discover the strong influence, business effect, industry segment, or inter-industry effect on different dimensions of organizational innovation (Abdi et al., 2018). The study’s findings serve as a guide for governments and managers in developing policies and programs for long-term creation and better management. Knowing how effective an invention is can assist policymakers in making judgments about whether or not to continue with it.  
References
 
Abdi, K., Mardani, A., Senin, A. A., Tupenaite, L., Naimaviciene, J., Kanapeckiene, L., & Kutut, V. (2018). The effect of knowledge management, organizational culture and organizational learning on innovation in automotive industry. Journal of business economics and management, 19(1), 1-19.
Ahmad, S., & Schroeder, R. G. (2011). Knowledge management through technology strategy: implications for competitiveness. Journal of Manufacturing Technology Management.
Becerra-Fernandez, I., Gonzalez, A., & Sabherwal, R., (2004) Knowledge management: challenges, solutions, and technologies. Pearson Prentice Hall.
Tiwana, A. (2002). The knowledge management toolkit: Orchestrating IT, strategy, and knowledge platforms. Pearson Education India.
Torabi, F., & El-Den, J. (2017). The impact of knowledge management on organizational productivity: a case study on Koosar Bank of Iran. Procedia Computer Science, 124, 300-310. 10.1016/j.procs.2017.12.159