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Based on the knowledge-based view (KBV), knowledge is the most significant strategic resource of an organization. From a strategic management standpoint, connecting knowledge and performance is one of the most vital undertakings of any knowledge-based theory of an organization. However, most existing studies in this field left many questions unanswered. Although many researchers have recognized the importance of knowledge production in generating an organization's competitive advantage, they have failed to establish a solid causality between organizational behaviors in knowledge creation and firm performance, and hence the mechanisms remain unclear. This study argues that the innovation process is characterized by the generation of new knowledge, where creative problem solving and new product development can occur and yield innovation results. Idea management and intellectual property, innovation process, and innovation portfolio and project management represent broad innovation processes. Thus, this study proposes a new conceptual framework to investigate the link between broad innovation processes and Small and Medium Enterprise (SME) performance. This novel perspective sheds light on how new knowledge generation, i.e., innovation, in the innovation process directly impacts SME performance, thereby connecting knowledge and firm performance via innovation processes. [ABSTRACT FROM AUTHOR]

In a knowledge-based society, the study of Intellectual Capital (IC) has established itself as a vibrant topic in the area of strategic management. The purpose of this paper is to explore the concept of IC in the hotel industry and to assess its impact on business performance. Although hotels are not primarily seen as knowledge-intensive, they are service providers, highlight their intangibility and face unpredictable and complex environments, which has been illustrated by the current COVID-19 crisis. Therefore, both the individual knowledge of employees working in hotels and the organisational knowledge expressed in routines, systems, customer databases, etc., are considered important elements for their effective leadership and management in a turbulent environment. Empirical studies that have investigated the relationship between IC and hotel performance are scarce and offer mixed evidence. In our study we propose to introduce the role of the company leader as a key aspect in the management of knowledge and intangibles within the hotel. Specifically, the main objective of our study is to analyse the moderating influence of the gender of hotel managers on the CI-hotel performance relationship, showing that hotels managed by women have a more pronounced impact on the positive influence of CI on hotel performance. Our results have been obtained from questionnaires addressed to a sample of 212 hotels between 3 and 5 stars located in Spain. The analysis technique used was Partial Least Squares (PLS). The main contributions of this paper include the theoretical review of the concept of intellectual capital in a sector as relevant as the hotel sector in Spain, which is going through such an exceptional situation with the current crisis. In addition, important managerial implications emerge in order to make the most of the existing knowledge resources in hotels [ABSTRACT FROM AUTHOR]

Smart cities are often linked with development projects to reach the smartness level for which a city administration aims. There have been several studies on how to assess a smart city's performance using different methodologies and assessment criteria. There is no standard method for doing such an assessment, however. We observed that smart governance has been a key dimension in smart city knowledge management and driving smart city development. In fact, more than half of the studies we analysed (20 out of 30 studies between 2015 and 2020) included smart governance as an assessment dimension for measuring the performance of smart cities. Hence, we emphasize in this paper the role of governance in the development of smart cities and demonstrate how governance is being measured and assessed by various assessment tools. Smart governance is defined as how a governmental body of a city, public administration of a city, or those responsible for managing and administering a city are performing. The dimension is measured via indicators such as city vision, resources and reserves per capita, policies, knowledge management and investment levels, as well as e-government services. In this paper we shed more light on the indicators used in different assessment tools, as well as the cities that have scored high in the smart governance dimension. We follow a theoretical approach with a combination of quantitative and qualitative analyses to investigate the commonalities and correlations among top-performing cities in terms of smart governance. How does information and communications technology (ICT) facilitate and drive the smart governance dimension? What is the role of information systems in enabling e-government services and is it supported by a digital infrastructure? In addition, we want to discover the roles and expected interactions of e-citizens. The findings of this paper will help stakeholders involved in managing and developing smart cities to be more aware of a crucial dimension (smart governance) in the advancement of a smart city. [ABSTRACT FROM AUTHOR]

For Knowledge Management (KM) to be effective, it needs to be accompanied by a change in culture both at individual and at organizational level. In the framework of the European Space Agency's (ESA) KM activities, a particular attention during the last years has been devoted to KM communication and recognition activities. The ultimate goal of these activities is for KM to be seen as part of normal work, and not as an additional activity. Promotion activities foster the adoption of KM practices at ESA, and in so doing, provides the potential means to achieve the needed cultural change favouring the creation of an open and transparent, knowledge-based, working environment. Being KM activities in ESA still in its beginnings, the change in culture in this phase is encouraged mainly through awareness of the added value and the benefits of the adoption of KM processes, practices and tools, and ways to be involved; motivational means for the adoption of KM best practices to inspire individuals to act; recognition of KM early adopters, showcase the success stories of KM champions, putting emphasis on the desired behaviour. This paper will discuss the chosen strategy for KM promotion activities at ESA in relation with the early stages of the KM implementation at ESA, highlighting successes, reflecting on encountered challenges, analysing how we learned our lessons along the way. [ABSTRACT FROM AUTHOR]

Emerging technological knowledge collecting and sharing plays a vital role in many contemporary organizations' knowledge management processes and significantly impacts competitive position and market performance. Effective knowledge management requires the use of an interdisciplinary approach, including drawing on the rich achievements of AI and knowledge-based modeling, which use mathematically inspired methods, e.g. fuzzy logic. Some literature presents the results of research on various applications of AI and fuzzy logic in knowledge management. It is necessary to consider the possibilities of using such approaches to technological knowledge collecting and sharing, which is desirable because of the enormous pace of development of new technologies, the tracking of which is necessary but often constitutes the source of many problems. Manual browsing of the available materials, gathering, and sharing knowledge is difficult and burdened with significant errors in the subjective assessment of technology descriptions. The research aims to seek answers to the following research question: What is the possibility and justification of applying AI methods for emerging technological knowledge collecting and sharing? Considerations were carried out on the example of fuzzy logic, which is a subset of AI. This paper's primary goal is to develop a fuzzy logic model that can be explored to use technological knowledge gathering and sharing. Theoretical considerations related to building the suggested model taking into account the technological knowledge base were presented. The proposed implementation of the model and its empirical verification research based on patent documents were also indicated. Summary of the obtained research results and determination of their fundamental limitations provide a reliable basis for further research on fuzzy logic driven technological knowledge collecting and sharing. [ABSTRACT FROM AUTHOR]

This conceptual paper discusses the inclusive knowledge philosophy fundamental for different modes of experiencing living enterprises. The American pragmatist philosopher John Dewey pointed to the importance of restoring the continuity between the refined and intensified experiences in our practices and everyday doings. He based this restoring on "the inclusive philosophic idea". By this idea he was acknowledging the possibilities of imagination and associations among the social, technological-physical, natural, and mental modes. Another philosopher, the Norwegian Arne Naess, also highlighted imaginative experience and the human/nature interconnectedness including its potential joy and perseverance for individuals as well as organizations. We combine these two related philosophical lenses to enable fundamental understanding of concerted practices and strategic accomplishments for knowledge management (KM) studies. We propose inclusive association and imagination are necessary for the arts of exhibiting and experiencing new or improved offerings. We provide examples drawing on our own studies in the businesses of art organizations as knowledge-based, complex practices. Given that rich knowledge endeavours are necessary to develop arts for society, how can valuable arts/business practices be accomplished in inclusive, resourceful ways? Specifically, we investigate how arts business exhibition strategies develop in art museum contexts as illuminating examples of this process. The necessity of art is giving a societal meaning to the process of knowing based upon the experience of art. The reflection and dialogue based on art-as-experience can contribute to knowledge management by the shared ingredients involved in creating and participating in more fulfilling experiencing in the business offering process. The paper introduces a philosophical framework for how this might work. Dynamic art, design, and innovation processes are imaginative practices where the past, the present, and the future melt together. The imaginative experiencing might be crucial not only for the creation, but also for the make-believe of sustainable businesses and societies. We conclude that understanding the inclusive dynamic knowledge processes might be mutually beneficial for art and innovative businesses. [ABSTRACT FROM AUTHOR]

Current academic debate has shown the value of knowledge as the most critical intangible asset for organizations and its essential role in the achievement of a competitive advantage. This paper provides evidence of the complexity involved with the set of knowledge assets owned by firms in innovation strategy. In particular, according to the Knowledge Based Theory of the Firm, the paper considers that intangible resources are key elements for organizational development and innovation. That is, organizations must be aware that understanding their own knowledge base can lead to a set of capabilities enhancing the chances for their growth and competitive advantage. The context of the study is the small enterprises, i.e. firms with less than 50 employees according to the wide accepted small enterprise category reported in the last EU recommendation (2003). The research analyzes the effect of knowledge sources importance and organizational knowledge base on two different types of innovation: product and process innovation. To do this we estimated four factors: one representing the breadth of knowledge owned by the firm and three other factors. One, considering human capital as source of knowledge and two external knowledge sources such as: cooperation with non industrial agents and interaction with actors of the supply chain. Analysis is based on a sample of 144 small firms operating in mechanical sector in central Italy. The results have important practical implications for small firms management; they indicate that for the two processes of innovation investigated (process and product innovation), the importance attached to knowledge sources and to the use of different cognitive assets play a different role. In particular we find a positive relation between product innovation and prior organizational knowledge base and learning by human capital (internal staff and learning by hiring). The results also suggest positive relations between process innovation and learning by knowledge networking (Universities and Research Centers, other Companies and Groups, Associations), learning by HC and learning by competitive functioning (Customers, Suppliers and Competitors). [ABSTRACT FROM AUTHOR]

The world around us requires a creative approach to problem solving. Innovation and creative potential are emphasized by companies more and more. If companies want to lead in the market they have to generate new, untraditional ideas which satisfy the stakeholders' needs. The work from project teams can be a way of achieving this. Project team building is a prerequisite for the successful achievement of project goals. The project team is established for a limited period of time during which it must solve the problems in a new and innovative way in order to gain certain goals. The project team consists of professionals and experts who in most cases have not known each other before the project's start. A creative approach to problem solving is needed during work on the project. The project team members are holders of creative potential which should be used by companies. Creative potential represents a complex combination of knowledge, abilities, skills, motivation and personal moral characteristics of an employee which can be witnessed during meetings that involve a creative process. Creative potential can be utilised by companies for finding and creating innovative impulses due to new ways of problem solving. It is necessary to invest effort where the project teams will benefit. Jealousy, envy, doubting the validity of results and many other negative phenomena are obstacles for the development of creative potential. The article describes a solution for supporting the creative potential of the project team members. This solution works with four elements which overlap and influence each other. This article is part of a research project VEGA no. 1/0491/09 "Project management processes maturity control as a tool for the improvement of the mechanical engineering enterprises competitiveness". [ABSTRACT FROM AUTHOR]

This manuscript examines the structure of Portugal's manufacture sector. We have examined the Portuguese labour market adjustment, using a panel data approach over the period 1995 - 2006. This paper presents two contributions. First, we use industry-specific control variables. Second, we show different framework for adjustment cost. Our results are support for the smooth-adjustment hypothesis (SAH) of intra-industry trade. The results show a negative correlation between changes of employment and marginal intra-industry trade (MIIT). The results also show a positive correlation between changes of employment and knowledge. International technology diffusions will be associated with changes in labour market. This result is according to the literature. We also introduce economic dimension and market structure; these proxies confirm the smooth adjustment hypothesis (SAH). [ABSTRACT FROM AUTHOR]

In his recent work, Nonaka argues that what differentiates firms from one another is their vision of the future and their practical ability to act out and to realize that future vision (Nonaka / Toyama 2008:2). Thus, the development process of a future vision is crucial for the long-term well-being of a company or of an organization. The purpose of this paper is to introduce a new method of a knowledge-based vision development process called VIKOBAMA (Vision development and knowledge-based management). The main focus of this new approach is on the development of a knowledge vision, together with a mission statement on a collective level (of organizations, firms, teams or communities). There are three important and groundbreaking aspects of VIKOBAMA: the creation of self-transcending knowledge is most vital for the whole process the individual visions of the employees are of high importance, and are therefore well integrated into the overall vision of the system a radical bottom-up approach is implemented on a collective level These three aspects are essential steps for the development of a sustainable overall vision of any system. Furthermore, this paper describes some experiences with the method of VIKOBAMA, mainly taken from several case studies with medium-sized companies in Austria. In addition, the paper at hand is one of a few studies which both, theoretically and practically, deals with the aspect of self-transcending knowledge in the context of vision development processes and knowledge-based management on the individual level as well as on the collective level. The paper is organized into three parts. Part 1 points out the importance of a sustainable knowledge vision in companies and gives a short overview on how to create a knowledge vision in the context of the SECI/ba model of Nonaka and his colleagues as well as on the context of the fifth disciplines of organisational learning (system thinking) by Senge. Part-2 introduces the VIKOBAMA method itself and describes the main steps of this knowledge-based vision development process. Moreover it deals with the most important aspects of the creation of self-transcending knowledge, as well as with knowledge transfer and with knowledge distribution of implicit and explicit knowledge. In part-3 several case studies with medium-sized companies in Austria will be analysed, in which we have applied the VIKOBAMA method. [ABSTRACT FROM AUTHOR]

Knowledge management is a collection of processes of gathering, refining, organizing, and disseminating knowledge through which organizations generate value from their intellectual and knowledgebased assets. In this paper we show how to simulate knowledge management processes in multi-agent systems in a process-based framework. The framework uses a computational model and is formalised in epistemic logic, capturing individual and group knowledge. We rely on identification of crucial processes which support knowledge exchange. The processes include: knowledge sharing, knowledge use, knowledge lock and knowledge acquisition. We support transfer of knowledge both between individuals or groups of individuals within an organization. [ABSTRACT FROM AUTHOR]

The current study analyzes the processes involved in obtaining technological innovations. Conclusive results are lacking in the literature, so this work defines and empirically tests a model of the relations between the firm's innovative capacity and the different ways of accumulating knowledge and the decision whether or not to codify it. Also, the model takes into account whether the innovations obtained are radical or incremental. The empirical study uses a sample of Spanish biotechnology firms, and the results show that accumulating knowledge using internal sources and not codifying it significantly improves the firm's capacity to develop radical innovations. The results also show that knowledge codification speeds up the development of incremental innovations. The relation between incremental innovations and the sources of knowledge is not so clear, although the results suggest the possible existence of a nonlinear relation between the two variables. [ABSTRACT FROM AUTHOR]

Companies today are in an endless struggle to differentiate themselves from competitors. Globalization, technological development, and a great many other factors have forced these companies to compete in a complex and challenging environment. According to the resource-based view of the firm (RBV) knowledge is becoming the most valuable strategic resource a company has. Land, labour, capital and traditional assets are no longer the most critical asset for a company, instead knowledge has become the most important tool in shaping the firm's ability to create, and sustain its competitive poison. Based on the importance of knowledge and knowledge management (KM) and by taking into consideration the fact that knowledge management is still a relatively new management phenomenon, research in KM within the organization context has grown over the last years in many direction framed by a lot of theories such as the organizational learning, the resource based view of the firm, the knowledge based view of the firm , competences-based view and capability perspective, all these perspectives mentioned the link between capabilities and performance. Hence knowledge management is recognized as a comprehensive process that eventually creates a unique capability of supporting human creativity and the firm's cycle of innovation embodied in firm's process and technologies. This study is an attempt to build on and add to the current body of knowledge in the field of knowledge management by investigating and illustrating all the different factors that might have an impact on the usage of knowledge management as a valuable strategic tool for gaining a sustainable competitive advantage. Furthermore, the study will use these different factors to construct an integrative framework that helps researchers and practitioners in understanding how a company can build and sustain the competitive advantages through KM , the study also will provide great benefits for entrepreneurs, policy makers, practitioners, researchers, and educators though providing a clearer view and deep understanding for all the issues related to the use of knowledge management to build and sustain a sustainable competitive advantage. [ABSTRACT FROM AUTHOR]