Video conference Yes Personalisation Yes Personalisation Yes Personalisation No

Video conference yes personalisation yes

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Video-conference Yes Personalisation Yes Personalisation Yes Personalisation No -- PERSONALISATION CODIFICATION PERSONALISATION CODIFICATION
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Meroño, A.; López, C. y Sabater, R. “KM Strategy and instruments alignment: helping SMEs to choose”, OKLC, Innsbruck (Austria), 2004 °µ Table 6 . Business Strategies COST LEADERSHIP ITEMS COMPANY A COMPANY B COMPANY C COMPANY D Competitive pricing 2 1 6 4 Concern for cost reduction 5 5 7 7 Operating efficiency 5 5 6 7 Manufacturing process innovation 6 6 6 1 Experienced personnel 5 6 7 7 MEAN 4,6 4,6 6,4 5,2 DIFFERENTIATION ITEMS COMPANY A COMPANY B COMPANY C COMPANY D Specialise in geographical segments 6 1 7 6 New product development 6 4 6 7 Influencing distribution channels 1 1 5 7 Customer service capability 7 7 5 6 Innovation in marketing techniques and methods 5 5 3 7 Brand identification 6 5 3 7 MEAN 5,2 3,8 4,8 6,7 Table 7 . Company Performance ITEMS COMPANY A COMPANY B COMPANY C COMPANY D Indebtedness capability 6 7 1 4 Profit making capability 6 4 5 5 Economies of scale 6 4 4 4 Location 6 3 3 4 Technological resources 6 6 5 3 Plant flexibility 6 4 5 3 Equipment flexibility 4 5 5 4 Employees’ experience 6 6 2 5 Employees’ adaptability 6 3 6 6 Employees’ commitment and royalty 7 5 7 7 Patents 6 6 1 6 Innovation resources 6 6 3 3 Firm reputation 6 6 2 7 MEAN 5,9 5,0 3,7 4,7 PERFORMANCE HIGHER HIGHER LOWER HIGHER Table 8 . Main Findings from Case Study Research COMPANY A COMPANY B COMPANY C COMPANY D KM Strategy Personalisation Codification Personalisation Codification Business Strategy Differentiation Cost Leadership Cost Leadership Differentiation Strategic Alignment Yes Yes No No Performance Higher Higher Lower Higher Preliminary Theoretical Framework Support Yes Yes Yes No
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Meroño, A.; López, C. y Sabater, R. “KM Strategy and instruments alignment: helping SMEs to choose”, OKLC, Innsbruck (Austria), 2004 °¶ At business level, Company A follows a differentiation strategy as shown in Table 6. As the firm focuses on personalisation approach for managing knowledge and follows a differentiation business orientation, there is a strategic alignment between KM and organisational direction as explained in the literature review. According to our preliminary model, there should be a positive relationship between knowledge-business strategic adjustment and organisational performance. When asked to compare itself with key competitors in 13 corporate performance measures, Company A states to have a quite higher performance than competition, especially from employees commitment and loyalty (Table 7). Consequently, evidence from Company A supports our preliminary theoretical framework (Table 8). Company B. The organisation gives especial attention to using technological instruments for KM, except for working in teams. In fact, Company B is the firm who makes use of IT the most. Clearly, the existence and use of those technological KM instruments in Company B show a codification approach for managing knowledge (Table 5). The firm concerns itself with building repositories of codified knowledge,
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