Knowledge is an intangible resource that exists within the mind of the individual (Sveiby 1997). Everyone in this world is hunger for knowledge since they were born. Baby also learn new thing and acquire knowledge from the day one of their life. Knowledge keeps on growing and growing from time to time throughout the life phases. Experience is an essence that always contributes to the existence and development of new knowledge in every level of life phases. As early age of 6 years old children were sent to school to obtain knowledge. Malaysian education curriculum would be one of the best examples that is emphasizing it citizen to acquire knowledge. Higher learning institutions in Malaysia evolve rapidly, many privates college were transformed and upgraded into university level. Thus many Malaysian citizens have equal opportunities to further their study at higher level of education. In 2007 the total number of student enrollment in IPTA and IPTS is about 140,699 (Sources from Kementerian Pendidikan Tinggi, Malaysia).
A big number of higher learning institutions in Malaysia producing a greater number of human capitals with variety tacit knowledge in various fields attached to various industries in this country. It is a waste if there is no effort taken to preserve the tacit knowledge of the expertise in every organization. Capturing tacit knowledge of expertise in every organization is a must and it is also a best practice that should be practiced to prevent knowledge from knowledge walkout phenomenon.
Therefore, some of the Multinational Company around the world adopts knowledge management as management best practice in the organization because tacit knowledge at the organization is the most valuable asset that should be fully utilized to sustain it competitive advantages. Knowledge management is a process where organizations have formulated ways in the attempt to recognize and archive knowledge assets within the organization that are derived from employees of various departments or faculties and in some cases, even from other organizations that share the similar area of interests or specialization (Joseph, 2001).
Knowledge sharing is one of important component of knowledge management. Knowledge sharing is the voluntary dissemination of acquired skills and experience to the rest of organization (Davenport, 1997, Ipe 2003). According to Yang (2007) knowledge sharing is defined as a transfer process where individual competencies are developed through sharing and learning from others. Company that was identified to start knowledge management through knowledge sharing was Buckman Laboratory. To implement knowledge sharing initiative Buckman set up a Knowledge Transfer Department and appointed 34 years old in Ph.D in organic chemistry to run it. Within thirty days, Buckman Labs put its entire worldwide network up to CompuServe, the public online service. CompuServe offered email access to public networks as well as private bulletin boards for internal use. Every associate was issued a laptop and a phone number to call (Source from Applied Knowledge Group Inc).
Even though, the knowledge sharing was proven as best practice that leads to the successful of individual and organization. Yang (2007) cited Petrash, 1996; Gupta and Govindarajan, 2000; Olievera, 2000 in his literature points out that a number of studies indicate practicing knowledge sharing (KS) results in improved organizational effectiveness .Law and Ngai (2008) found that knowledge sharing and learning behaviours are positively associated with business process improvement, and product and service offerings. Appropriate transfer of individual knowledge would result in knowledge appreciation, and consequently, enhances the outcomes of organizational learning and thereby organizational effectiveness (Yang, 2007).
Although people realize about the advantages of sharing knowledge among them...
Università della Svizzera Italiana
Gianluca Colombo, Carmine Garzia
Competitiveintelligence is the continuous monitoring of rival’s business models and performances and the analysis of competitive dynamics evolution in a certain industry. Information collected through competitiveintelligence activities are used by top management to support strategic decision making.
The course in centered on techniques and tools to support competitiveintelligence analysis.
The course will address the following issues:
1. strategic analysis of competitors’ positioning;
2. competitors’ performance analysis;
3. tools (software, analytical tools, protocols) used to conduct competitiveintelligence activities.
The course is based on case discussion and in-class assignment.
Valuation (grades 0-10) is based on a written exam. The exam is based on a case analysis. Further detailed information will be published on the web platform before the end of the course.
Up to 3 points of bonus to be ADDED to the final written exam grade can be achieved thanks to in-class group works (students must obtain more than 5/10 at the final exam to have added their bonus points). Groups should be composed by 3 to 5 students.
We have planned 4...
...TRAINING AND DEVELOPMENT
HOW CAN TRAINING AND DEVELOPMENT HELP IN ACHIEVING COMPETITIVE ADVANTAGE FOR AN ORGANIZATION
SUBMITTED TO: SUBMITTED BY:
Prof. Anurag Shankar Shrishti
Economic liberalization and policies of globalization have created a hyper-competitive
environment, innovation and fierce competitiveness have raised issues of survival,
effectiveness, sustainability, etc. Increasing demand for skilled performers and increasing high attrition of capable workforce forced the companies to shift focus on attracting and retaining high-performing employees in the extremely competitive business environment. Companies have recognized the need to enhance the employee’s opportunity to develop skills and abilities for full performance within the position and for career advancement and growth which would lead to retention of talented workforce in return increase firms performance in terms of profitability and productivity. Companies have realized that in today's competitive business milieu, the quality of people one employs will make all the difference. Lately, human resource management has emerged as an essential factor for sustained competitive advantage. Research highlights that organizations develop sustained competitive advantage through management of scare and valuable resources...
...now doubles every 100 days. If you expect to keep-up and survive in this fast paced competitive environment, you must know what the competition is doing. To monitor the competition in this age of information overload is with CompetitiveIntelligence (Penoyer, 2002).
What is CompetitiveIntelligence?
CompetitiveIntelligence is a process where one collects, analyze, and transform information about the organization’s competitors into intelligence so you can manage the future and increase the effectiveness of your business (Lawrence & Weber, 2011, pg. 35). Examples of CompetitiveIntelligence include everything from collecting the annual reports of your competition to setting up automated search routines. The overall objective of CompetitiveIntelligence is to identify events, trends, and other issues that will impact your organization. The best way to implement CompetitiveIntelligence is to focus on critical questions confronting your organization (Aqute Intelligence, n.d.). For example, how will this regulation change our business or how will the introduction of a competing product impact our business? You must continually monitor critical issues if you expect to compete. If you fail to implement CompetitiveIntelligence, then you run...
Outline Prep (Very Rough Draft)
Submitted by: George T. Boldizsar
June 30, 2002
Ist. Create your Competitive Industry Profile
Using Porter’s 5 Competitive Forces Model
Using Corporate Strategy & Technology Policy Outline
(For key Rivals only)
How to Gather Info
Survey and gather together Key (strategic & functional) Knowledge workers
Form potential CAT (Competitive Assessment/Action Teams)
To include member from R&D, Mfg., Mkt./Sales + key support function i.e. Controllers, Customer Service, Eng., QC
Provide best understanding from CI Profile, create issue-specific info needs
Seek consensus on assessments, assumptions, etc.
Note areas needing more in-depth anaylis, fact finding, outside research
Publish profile findings, review with top management
Seek mgt’s input, understanding, agreement
(Note: Expect some conflict due to their own informal intelligence
findings, current strategic plan objectives, etc.)
2nd System Elements
The above will now become the basis for any needed, desired decision making impacting the corporate/division/business-unit strategic plan, i.e.
Response to a competitive threat
A New produt/new market entry consideration
An economic or Govt. Regulation impact on whole industry
To maintain/improve competitive advantage
...1. Is gathering competitiveintelligence unethical? Explain.
I believe that gathering competitiveintelligence is both necessary and ethical. The question of ethics comes into play based on methods or tactics used to gather said information. I believe that use of publicly available information such as government records and filings, advertisements, and articles is ethical. Deceptive or sneaky tactics, such as hacking, designed to gain access to confidential information are not ethical.
2. Visit the website for the Society of CompetitiveIntelligence Professionals (scip.org) and review the organization’s code of ethics. How do the actions that Nate is considering taking to learn about his competitors measure up to the code?
It should be pointed out that the Code of Ethics applies to CompetitiveIntelligence Professionals; Nate is not a professional in this field so it really isn’t applicable. In any case, the guidelines state that one is to accurately disclose all relevant information, including one’s identity and organization, prior to all interviews and that one is to comply with all local, state and federal laws. With that said, the actions under consideration would be considered ethically borderline at best. Nate must research the legality of looking through garbage as it is likely illegal. He must also be sure to inform gym employees of his...
...Competitive Analysis, ING Direct.
Competitor analysis is an assessment of the strengths and weaknesses of current and potential competitors. Porter (1980, 1998) argued that most firms do not conduct this type of analysis systematically enough. Instead, many enterprises operate on what he calls “informal impressions, conjectures, and intuition gained through the tidbits of information about competitors every manager continually receives.”
ING’s analysis of its competitors was that they were old fashioned and very conventional. They want to make the customer spend more, borrow more, pay lower interest and most customers were unsatisfied and “very critical” of their banks. They have not updated their methods of banking to a new more modern way of banking.
Arkadi Kuhlmann, founder of IHG was very clear about his goals for IHG “There is no such business that can’t be reenergized”. With this in mind he planed to get customers to save more, give them better value with higher interest rates, deal direct via new technologies and create satisfied customers with no minimum balances, no fees and no service charges.
ING Direct. Rebel in the banking industry. Dr. Verwerie and Dr. Van den Berghe. 2007.
I agree with Martin in that ING Ditrect has exploited the fact that competitor numbers are small and that this industry has not changed radically for some time. I have no doubt that Kuhlmann’s pedigree in the banking...