Management Decision, 45 (2), 2007 – interesting articles on performance and knowledge networking
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[German title: Management Decision, 45 (2), 2007 – interessante Artikel über Leistungsfähigkeit und Wissensvernetzung]

Title: Knowledge capability, strategic change, and firm performance: The moderating role of the environment 
Author(s): Irene Goll, Nancy Brown Johnson, Abdul A. Rasheed 
Journal: Management Decision 
ISSN: 0025-1747 
Year: 2007 Volume: 45 Issue: 2 Page: 161 – 179 
DOI: 10.1108/00251740710727223 
Publisher: Emerald Group Publishing Limited 

Abstract: Purpose – This paper seeks to examine the relationships between knowledge capability, strategic change, and firm performance in the US airline industry from regulation to deregulation.
Design/methodology/approach – This is a longitudinal study with a cross-sectional time series research design. A theoretical model is tested in which knowledge capability exerts a direct effect on strategic change; strategic change then influences firm performance. The environment moderates the relationship between strategic change and firm performance. The sample of the study includes the major US air carriers from 1972 to 1995. Knowledge capability is operationalized as the education level and functional diversity of top management. Strategic change is measured as change in hub concentration, a key variable for the airlines. The data for the present study come from archival sources.
Findings – Time series statistics with fixed effects are used to examine the relationships between the variables. The results support the theoretical model: knowledge capability influences change in strategy, which, in turn, influences firm performance. The results also indicate that the environment serves as a moderator in the relationship between strategic change and firm performance.
Originality/value – This study examines strategic change in the major US airlines during a period of profound environmental change. It integrates several streams of management research and should be useful to academics and managers who want to understand the performance implications of strategic change. 

Keywords: Airlines, Knowledge management, Strategic change, Strategic management, United States of America 

Article Type: Research paper 

Article URL: http://www.emeraldinsight.com/10.1108/00251740710727223

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Title: Knowledge management in knowledge-intensive service networks: A strategic management approach 
Author(s): Heiner Evanschitzky, Dieter Ahlert, Günther Blaich, Peter Kenning 
Journal: Management Decision 
ISSN: 0025-1747 
Year: 2007 Volume: 45 Issue: 2 Page: 265 – 283 
DOI: 10.1108/00251740710727287 
Publisher: Emerald Group Publishing Limited 

Abstract: Purpose – The main purpose of this paper is to analyze knowledge management in service networks. It analyzes the knowledge management process and identifies related challenges. The authors take a strategic management approach instead of a more technology-oriented approach, since it is believed that managerial problems still remain after technological problems are solved.
Design/methodology/approach – The paper explores the literature on the topic of knowledge management as well as the resource (or knowledge) based view of the firm. It offers conceptual insights and provides possible solutions for knowledge management problems.
Findings – The paper discusses several possible solutions for managing knowledge processes in knowledge-intensive service networks. Solutions for knowledge identification/generation, knowledge application, knowledge combination/transfer and supporting the evolution of tacit network knowledge include personal and technological aspects, as well as organizational and cultural elements.
Practical implications – In a complex environment, knowledge management and network management become crucial for business success. It is the task of network management to establish routines, and to build and regularly refresh meta-knowledge about the competencies and abilities that exist within the network. It is suggested that each network partner should be rated according to the contribution to the network knowledge base. Based on this rating, a particular network partner is a member of a certain knowledge club, meaning that the partner has access to a particular level of network knowledge. Such an established routine provides strong incentives to add knowledge to the network’s knowledge base
Originality/value – This paper is a first attempt to outline the problems of knowledge management in knowledge-intensive service networks and, by so doing, to introduce strategic management reasoning to the discussion. 

Keywords: Knowledge management, Networking, Service industries, Tacit knowledge 

Article Type: Conceptual paper 

Article URL: http://www.emeraldinsight.com/10.1108/00251740710727287

© Emerald Group Publishing Limited 


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