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About 10,000 papers for “Knowledge value chain”

The Knowledge Value Chain

Thomas Andersson, Martin Curley, Piero Formica · Innovation, technology and knowledge management · 2009

Cited by 10

A Knowledge Value Chain

Knowledge management · 2018

This chapter proposes a knowledge value chain (KVC) that takes into account the individual and collective nature of knowledge in a company. The objective of the KVC is to provide an analysis and action framework that will make it possible to act on the value chain and thereby improve the company's performance. The KVC provides a knowledge management (KM) framework to analyze the value added by each KM process. The Data, Information, Knowledge, Wisdom (DIKW) model is a chain where information is the result of data processing, knowledge is the result of information processing and wisdom is the result of knowledge processing. KVC management gradually steers the company toward greater cognitive capacities, from memory to creativity. Processing the KVC occurs through gradual transformation processes from a company's data all the way to its strategy.

Cited by 1

Sanitation management knowledge value chain

Mayowa Abiodun Peter‐Cookey, Peter Emmanuel Cookey, Thammarat Koottatep et al. · IWA Publishing eBooks · 2022

The value chain (VC) system is a key way to address important sanitation technological and institutional gaps in production and service delivery and could constitute a natural platform for development actions and also serve as a market systems approach to improve access to safely-managed sanitation. It has been suggested that sanitation could boost local and national economies and global interconnections with a growing recognition that the private sector can play a bigger role in delivering the Sustainable Development Goal for sanitation, and help businesses understand value-added and product opportunities. This book proposes a pathway towards re-thinking the sanitation value chain (SVC) and suggests that it should cover all processes, activities and products of enterprises/actors in the sanitation supply chain that provide value-added services within each stage. Following the Regenerative Sanitation Principles, this book presents a new perspective to the SVC known as the 'integrated functional sanitation value chain' (IFSVC) to address operational functions within sanitation systems in combination with sanitation enterprises, operators and external actors that support the growth of the sanitation economy. The underlying premise of this book is that the IFSVC represents a new perspective that would have major social, environmental and economic implications for local, national, regional and global sanitation service delivery. It is hoped that researchers, business leaders, entrepreneurs, government officials and funders will find this book valuable, and be inspired and enabled to carry sanitation work forward in their own spheres of operation. The book gives several examples of encouraging developments, particularly in technical and business model innovation. It is our hope that this book will provide the stimulus for new learning and its application, particularly through cross-disciplinary and cross-sector partnerships that bring together all the skills and capabilities needed to deliver a fully effective IFSVC.ISBN: 9781789061833 (print)ISBN: 9781789061840 (eBook)ISBN: 9781789061857 (ePUB)

Cited by 1Open access

A Knowledge Value Chain for Knowledge Management

Jean‐Louis Ermine · Journal of Knowledge & Communication Management · 2013

The usual value chain is a powerful tool to identify strategic actions to ensure competitive advantages of the firms. A value chain is a chain of production activities in a firm, starting from the inputs up to the final customer delivery. Products or services pass through all activities of the chain in order and, at each activity, the product or service gains some value. In a knowledge-based economy, the main strategic resource of a company is its knowledge capital. Knowledge management (KM) is then critical to bring competitive advantages. There is a strong need to define what is the value chain for corporate knowledge, in order to manage the knowledge transformation process in the organisation, up to the best knowledge performance. This article proposes a knowledge value chain (KVC), based on the famous but fuzzy DIKW hierarchy (Data, Information, Knowledge and Wisdom), as a chain of fundamental intellectual tasks (cognitive activities). The added value of each task is explained and discussed. It defines the different concepts, based on the current literature, with some definitions adapted for the KM point of view. Then, the KVC is integrated in a management perspective. Finally, the KVC is interpreted as a continuum of knowledge processes adding new value at each step.

Cited by 20

Knowledge value chain: an effective tool to measure knowledge value

Yang Xu, Alain Bernard · International Journal of Computer Integrated Manufacturing · 2010

Knowledge value is a significant issue in knowledge management, but its related problems are still challenging. This paper aims at discussing how knowledge value changes in the knowledge evolution process and develops a knowledge value chain (KVC) to measure knowledge value. By applying the notions of knowledge state and knowledge maturity, the knowledge finite state machine (KFSM) and knowledge maturity model (KMM) are introduced to characterise the KVC. Based on these concepts, knowledge value is measured by calculating the difference between two maturity states rather than by direct calculation. This point of view of knowledge value, the construction of KVC and the association of knowledge value and knowledge maturity are insightful for both researchers and practitioners.

Cited by 26

Measuring knowledge level of value chain partners on value chain management

Shaik. Neema Parveen · International Journal of Agriculture Extension and Social Development · 2024

The current investigation was carried out in four major maize growing districts of Telangana with a sample of 160 maize growers and 80 stakeholders. Value chain management is both theory and practice involving actors and activities along a value chain. The term knowledge in current investigation was confined to unearth how far the farmers and other stakeholders were familiar to apply value chain management aspects in their existing situations for obtaining better value to their product. It was observed that less than half percent of the maize growers had medium level of knowledge followed by high and low levels. With regard to the other stakeholder’s majority had high level of knowledge followed by medium and low level.

Cited by 0Open access

Technology in knowledge based value chain

Carlo Turati, Dino Ruta · 2002

Summary form only given. Some activities of a value chain can be integrated into a knowledge value network, where connected lines represent the flow of knowledge. These flows may be accomplished solely through face-to-face, telephone and written communication, or supplemented with more advanced information technology. The goal of a knowledge management strategy should be to understand the presence of knowledge communities and. the various channels of knowledge sharing within and between them, and to apply the technology appropriately. The new definition of value chain is value network, an organization's activities and linkages between them. Competitive advantage can be achieved relative to other firms by restructuring the value chain in order to increase customer value. Beneficial restructuring can result from establishing linkages between activities (both primarily and supporting) that allow firm to be more responsive or more agile than other firms. Focusing in knowledge flow between activities creates more significant competitive,advantages that are more sustainable than improvements of efficiency within single activities. Whereas a "chain" implies sequential flow, a "network" carries a connotation of multidimensional interconnectedness. Knowledge, does not come from processes or activities; it comes from people and communities of people. So, not,only must we reinterpret the value chain as a value network, but, the activities become knowledge communities of people who perform those activities. And the activity linkages become flows of knowledge between those communities.

Cited by 1

Value Chain Model in Knowledge Management

Tamara Almarabeh, Amer Nizar AbuAli, Sanaa Alsharrab et al. · 2013

Knowledge is a complex and fluid concept to people, so knowledge management focuses on knowledge arrival; also it is considered as strategic activity help organizations to achieve sustainable competitive advantage. Value chain analysis is one of the analysis tools which satisfy continuous competitive advantage on organizations. This paper summarizes the value chain analysis in strategic management field to be applied on the knowledge organizations in knowledge management field which is called

Cited by 5

Research on enterprise knowledge value chain model

Chunyu Zhao · 2011

In the era of knowledge economy, enterprises are in the knowledge based economic environment, and with the rapid growth of knowledge and information they will face a higher level competition on knowledge. In this kind of competition, the success or failure of enterprises does not entirely depend on the capital they own, but depend on their knowledge and innovation capability and depend on whether they are good at knowledge management. Knowledge value chain is important for the enterprise, whose purpose is to absorb and make full use of new knowledge, and through which knowledge helpful to the enterprise is put into application to gain the competitive. The function and the dual path of knowledge value chain are analyzed, the knowledge value chain model is established, and the performance formation and composition is interpreted. Based on these mentioned above, the index system of performance evaluation of knowledge value chain is designed. Therefore, the performance evaluation model, index, and method of enterprise knowledge value chain are verified scientifically.

Cited by 3

Shared knowledge in project-based companies' value chain

Heli Aramo‐Immonen, Pasi Porkka · International Journal of Knowledge Management Studies · 2009

The issue of communication inside the project company's value chain – whether it is sufficient enough to fulfil customer requirements – was investigated, discussing particularly the concepts of value chain, knowledge sharing arena and organisational learning. The special focus was on the double-loop learning and expansive learning in the project context. In practice, we often hear allegation that in the production organisation, sales and marketing department promotes sales without ensuring the common understanding between the planning and executing organisation. The question remains whether the statement 'salesmen are selling and the rest of the organisation is struggling in order to serve the customer' is true in project-based knowledge-intensive organisation. An extensive multiple-case study was conducted to find out the qualitative factors affecting project-based organisations' management. The opinions of 54 project managers and project team members about knowledge sharing in the value chain from ten project-based organisations were introduced. The study focused on communication between marketing, planning, research and development departments and the customer. Surprisingly, based on empirical evidence, the above-mentioned allegation is not strongly supported in the knowledge-intensive project environment.

Cited by 5

A Proposed Knowledge-Enabled Production Value Chain Model

Minwir Al‐Shammari · 2024

This study examines pertinent literature to develop sustainable competitive advantage (SCA) and leverage distinct core competencies (DCCs) in manufacturing environments. It suggests a comprehensive production value chain that is client-centered and knowledge-enabled (KPVC). The study provides a customer-centric, integrative KPVC model that aids businesses in creating an SCA, responding to environmental changes, and reaping the benefits of DCCs. Examining pertinent scholarly literature develops a logical, intrinsically transdisciplinary model using an exploratory methodology. The production value chain (PVC), knowledge management (KM) techniques, and activities supporting business process reengineering (BPR) make up the KPVC integrated model. Organizations require a wholly automated and integrated system to successfully plan, monitor, and manage their work processes to transition to KPVC. In today's competitive business environment, effective KPVC is a crucial strategy for using DCCs to achieve SCA and improve customer and company values.

Cited by 0

Restructuring the knowledge production value chain in publishing

Weedon, Alexis · University of Bedfordshire Repository (University of Bedfordshire) · 2020

The current system of publishing (i.e. knowledge sharing) values individualism and commodification, restricting our use of existing knowledge. The Western model of knowledge production is not currently inclusive of other forms of knowledge, which inhibits the reuse, adaptation, reinterpretation and development of existing knowledge. The author proposes that knowledge systems be purposefully re-created to prioritize the end users’ needs and value them as co-creators.

Cited by 0Open access

Knowledge & capabilities in a global value chain

Damgaard Laugesen, Maria, Søvsø Nielsen, Patricia Da Silva · CBS Research Portal (Copenhagen Business School) · 2011

Research on global value chains (GVCs) has often focussed on the perspective of the lead firm.\nHowever, in this study we turn our attention to the suppliers by looking at how they are impacted by\nlead firms when participating in GVCs. With this research we wish to add new insights to this field\nof study by examining the case of Nicaraguan cocoa smallholders’ participation in a GVC. We\napproach this research through a specific analysis of the different knowledge sharing processes,\nwhich take place within the GVC as we perceive these processes to be critical for the development\nof the cocoa smallholders’ capabilities and for sustaining a competitive advantage. By applying a\ntheoretical framework, which combines the aspects of GVC theory as well as a resource-based view\nof the firm (RBV) and knowledge-based perspective we set out to investigate: “How do\nNicaraguan cocoa smallholders acquire knowledge and develop capabilities to upgrade the cocoa\nproduction?”\nIn order to answer our research question we have conducted a case study of cocoa smallholders\nfrom the Nueva Waslala Cooperative (NWC). These cocoa smallholders participate in a GVC with\nthe German chocolate manufacturer, Ritter Sport, by selling their cocoa to the cooperative, which\nthen processes it into the semi-finished product which Ritter Sport purchases. Ritter Sport sources\ncocoa through a Public Private Partnership with a local NGO, Association for Diversification and\nCommunal Development (ADDAC). ADDAC assists in the training of the cocoa smallholders\nwithin the areas of farming practices and cooperativism. At present time the cooperative depends on\nADDAC to provide support to them in their daily operations. Conducting this case study involves a\nfieldwork research to Nicaragua, which enables us to provide empirical evidence to carry out an indepth\nanalysis of the interaction between the different actors when sharing knowledge concerning\nfarming practices in the GVC.\nAmong our findings, we discovered that the cocoa smallholders, including the workers in the\ncooperative, acquire knowledge through interaction among themselves, and Ritter Sport and\nADDAC. This acquisition of knowledge enables the cocoa smallholders to produce the product\nrequired by Ritter Sport. Hence, the cocoa smallholders develop capabilities in relations to farming\npractices. However, in this analysis we also discovered that there were organizational issues, which\nwe believed to be crucial for the development of the cocoa smallholders’ capabilities and therefore\nrequired an analysis of its own. Here, we discovered several deficiencies in the knowledge sharing\nprocesses, which hinders the development of the cocoa smallholders’ managerial skills and\nconstitutes an obstacle for their independence from ADDAC.

Cited by 0