BKM 400 - BKM 400 Tong Fang 06/12/2010 I totally agree...

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BKM 400 Tong Fang 06/12/2010 I totally agree knowledge implies learning. To improve our understanding of the impact of organizational learning and knowledge on competitive advantage, we propose a framework that includes the constructs of data, information, knowledge, and wisdom. Each of these constructs is then associated with a different type of learning. We further argue that wisdom is an important, albeit missing, construct in the knowledge-based theory of the firm. A key to organizational wisdom is judgement and decision making, which requires an understanding of the complexity of a situation, but also requires the ability to make sense and simplify so that action can be taken. Three important drivers for the development of organizational wisdom are experience, a passion to learn, and spirituality. Processes for acquiring organizational wisdom such as transformational leadership, organizational culture and knowledge transfer are also discussed. The field of strategic management has been jolted by the recent flood of attention given to the knowledge-based view of the firm and organizational learning. So if we want to study and to obtain the knowledge that makes us must be learn very hard. Although a person is very smart but he also need to learn and get the knowledge. It is not inborn. Obviously,knowledge implies learning. This is my point of the view. 1
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from business management. A value chain is a chain of activities for a firm operating in a specific industry. The business unit is the appropriate level for construction of a value chain, not the divisional level or corporate level. Products pass through all activities of the chain in order, and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of added values of all activities. It is important not to mix the concept of the value chain with the costs occurring throughout the activities. A diamond cutter can be used as an example of the difference. The cutting activity may have a low cost, but the activity adds much of the value to the end product, since a rough diamond is significantly less valuable than a cut diamond. Typically, the described value chain and the documentation of processes, assessment and auditing of adherence to the process routines are at the core of the quality certification of the business. What is the value network? A value network is a business analysis perspective that describes social and technical resources within and between businesses. The nodes in a value network represent people (or roles). The nodes are connected by interactions that represent tangible and intangible deliverables. These deliverables take the form of knowledge or other intangibles and/or financial value. Value networks exhibit interdependence. They account for the overall worth of products and services. Companies have both internal and external value networks. Because the value network approach addresses both financial and non-financial assets and exchanges. 2
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This note was uploaded on 03/31/2012 for the course ECON 101 taught by Professor Kdkdk during the Fall '11 term at SDSMT.

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BKM 400 - BKM 400 Tong Fang 06/12/2010 I totally agree...

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