Knowledge Management Strategy of Thai Manufacturing Firms

Saweeya Prathanadi

Abstract


Knowledge management (KM) is important for enhancing innovation and competitive advantage in a fast-changing environment. In Thailand, most executives still lack successful models that could be used as guides. It is important for them to make the explicit connection between their organizational innovation and how they use the KM strategy to support it. A quantitative research design was employed by collecting data from manufacturing firms in the knowledge-intensive and non-knowledge-intensive firms. The research results indicate that both codification and personalization KM strategies can positively and significantly affect organizational innovation. This research provides business executives new insights about making surefooted decisions as to which KM strategy to focus and their investments in it. Therefore, this will maximize the benefit of KM implementation and innovation performance of the Manufacturing firms.

Keywords


Knowledge management strategy; Organizational innovation; Knowledge – intensive manufacturing firms; Codification; Personalization.

Full Text:

PDF

References


Anderson, N., King, N., (1993). Innovation in organizations. International Review of Industrial and Organizational Psychology, 8, pp.1–34.

Armbruster, Bikfalvi, Kinkel, Lay., (2008) Organizational innovation: the challenge of measuring non-technical innovation in large-scale surveys. Technovation 28, pp.644-657.

Damanpour, F. (1992). Organizational size and innovation. Organization Studies, 13(3), pp. 375-402.

Damanpour, F., Evan, W.M., (1984). Organizational innovation and performance: the problem of ‘‘Organizational Lag’’. Administrative Science Quarterly, 29, pp.392–409.

Drucker, P. (1996), “The information executives truly need”, Harvard Business Review, January-February, pp.54-62.

Grant, R.M. (1996), "Prospering in dynamically-competitive environments: organizational capability as knowledge integration", Organization Science, 7 (4), pp.375-87.

Govindarajan, V., Trimble, C. (2007), “Strategic innovation”, Leadership Excellence, 24(5), pp.9-10.

Halawi, L.A., McCarthy, R.V., Aronson, J.E. (2006), “Knowledge management and the competitive strategy of the firm”, The Learning Organization, 13(4), pp. 384-397.

Hansen, M., Nohria, N., Tierney, T. (1999), "What's your strategy for managing knowledge?", Harvard Business Review, 77(2), pp.106-16.

Lee, S.M., Olson, D. L. (2010). Convergenomics: Strategic Innovation in the Convergence Era: Gower Publishing Limited.

Lorlowhakarn, S., Ellis, W. (2005), “Thailand’s National Innovation Agency”, CACCI Journal, 1.

Mogollon, R.H., Carrión, G.C., Navarro, J.G.C., Millán, A.L.(2010), “The role of cultural barriers in the relationship between open‐mindedness and organizational innovation”, Journal of Organizational Change Management, 23(4): pp.361.

Nord, W.R., and Tucker, S. (1987), Implementing Routine and Radical Innovation. Lexington, MA: Lexington Books.

Office of Small and Medium Enterprises Promotion (2007). “SMEs Definition” http://cms.sme.go.th/cms/web/osmep/sme_define.

Ribiere, V. (2005). “The critical role of trust in knowledge management ”, Doctoral Dissertation, School of Applied Economy, Paul Cezanne University, Aix-en-Provence, France.

Ribiere, V., Arntzen, A. A. B., Worasinchai L. (2007). The Influence of Trust on the Success of Codification and Personalization KM Approaches. from http://phd-it.siam.edu/Conference2007/documents/The%20Influence%20of%20Trust%20on%20the%20Success%20of%20Codification%20and.pdf

Schienstock, G., Rantanen, E., Tyni P. (2009), Organizational innovations and new management practices: Their diffusion and influence on firms’ performance. Results from a Finnish firm survey, Retrieved January 8, 2010, from http://www.iareg.org/fileadmin/iareg/media/papers/WP_IAREG_1.2d.pdf

Smith, A.D. (2004), "Knowledge management strategies: a multi-case study", Journal of Knowledge Management, 8(3), pp.6-16.

Totterdell, P., Leach, D., Birdi, K., Clegg, C., Wall, T. (2002). An investigation of the contents and consequences of major organizational innovations. International Journal of Innovation Management, 6(4), pp.343–368.

Wu, I.L., Lin, H.C. (2009). A Strategy-Based Process for Implementing Knowledge Management: An Integrative View and Empirical Study. Journal of the American Society for Information Science and Technology, 60(4), 789-802.

Zack, M.H. (1999), "Developing a knowledge strategy", California Management Review, 41(3), pp.125-45.


Refbacks

  • There are currently no refbacks.