Creation, Sharing and Utilization of Knowledge. Its Affects on the Resource Based View of Competitive Advantage

TABLE OF CONTENT

INTRODUCTION

LITERATURE REVIEW

KNOWLEDGE CREATION CENTRALITY TO THE RESOURCE-BASED VIEW OF COMPETITIVE ADVANTAGE

KNOWLEDGE SHARING CENTRALITY TO THE RESOURCE-BASED VIEW OF COMPETITIVE ADVANTAGE

KNOWLEDGE UTILIZATION CENTRALITY TO THE RESOURCE-BASED VIEW OF COMPETITIVE ADVANTAGE

CONCLUSION

REFERENCES

INTRODUCTION

This article assesses the magnitude of how the creation, sharing, and use of knowledge form the basis of an organization's competitive advantage. Therefore, the essay is based on the main factors that influence and maintain competition where we realize the proponents through which knowledge is idealized and founded, the structures and methods of knowledge formation, the role of management systems resource management scenarios, organizational status, creative structures, and management strategies. Certainly the modern founders will try to gain market advantage. Unique value that cannot be given by opponents. This uniqueness allows the team to compete with opposing teams and helps women achieve their goals.

LITERATURE REVIEW

As Coehn and Leventhal (1990) opined, the formation of an establishment’s knowledge does not only depend on its internal learning activities, but also on the learning of the external activities of other industry players. A collaborative environment for capturing and sharing existing knowledge, creating new knowledge opportunities, and providing the tools and resources necessary to apply what the organization knows to achieve its goals. Support systems (Gorelik and Monsou ,2006).

For each company, knowledge is defined as what the employees know about customers, products, processes, mistakes and successes (Grayson and O'Dell 1998). And is found either in their database or gathered through the exchange of data and positive attitudes, or from different internal and external supplies of the organization. However, some authors denote that the source of advantage is not the existing company knowledge but in the power to effectively use that knowledge to come up with new knowledge. As suggested with Albino, Garavelli, and Schiuma (2001), according to the present view, structure knowledge and management are closely coupled to organizational learning and professionalism” (as mentioned in Massa 2004). Krugman and Obstfeld (2000) state that externalities of knowledge are additional vital for artistic work (as mentioned in Anderson and Ejermo 2005).

Structure of knowledge management method is categorized as either codification strategies or personalization strategies. In line with personalization strategy, information is closely connected to the individuals that developed it and is shared directly by the individual to another individual. In contrast, codification strategies mean that knowledge is well structured and hold on in an exceedingly information that's accessible and simply accessible to any or all (Liao 2007).

Over the recent past decades, the utilization of data as a part of production has multiplied rapidly. Recent regulative approaches show the very fact that trendy corporations are progressively merchandising and incorporating knowledge into their sensible product. Speedy changes within the market have led to quicker innovation, lower prices of products and services, and shorter lifestyles. These facts need companies to still adapt and alter market conditions to form their business more efficient. to realize this goal, you would like to assemble all the knowledge of your company. Access to capital and its prosperity isn't a significant concern of senior management, but there's conjointly loads of information. The creation of recent price is achieved through new information and its use. belongings are that the main plus of a company. The permanent value of ability is barely obtained through education. In fact, through knowledge management, managers will hunt for up-to-date information. Use programming materials supported a deep knowledge of previous experience, take into account various solutions and encourage new recommendations. Managers can say that correct and experimental information is that making a sway management knowledge system is said to the capability of your organization. to make things. Improved orders or product and improved services.

KNOWLEDGE CREATION CENTRALITY TO THE RESOURCE-BASED VIEW OF COMPETITIVE ADVANTAGE

According to Dasgupta and Gupta (2009), knowledge has emerged as the most important corporate strategy in the context of rapid growth, change and complex market dynamics. Learning, knowledge is not a problem, it is the result of the learning process, whether active or temporary. And given the organization's vision, the learning process involves the pursuit of knowledge, the dissemination of knowledge, and the implementation of partnerships (Argote, 2013; Kuabara and Takahashi, 2017). In addition, knowledge retrieval addresses the organization's learning process, including the collection, analysis, storage, distribution, and use of data related to the organization's impact (Gilaninia, Rankouh, and Gildeh, 2013).

Organizations collect data from both internal and external sources, implement it to capture information, and build a knowledge base that describes different strategies that balance resources and capabilities with competitive environment challenges. I will. Data from internal sources describes the strengths and weaknesses of an organization, and external sources provide the organization with relevant information and threats (Ritson, 2011).

Organizations need to evaluate their ability to move into an unpredictable future based on their current resources and strengths. On the other hand, the organization's data reflects the educational environment and brings the organization's knowledge, while informing the organization about the rate and variability of external data climate change. Changes in the market environment seem to be a motivating factor and organizations are constantly trying to fill knowledge gaps by learning and using their strengths to follow the right path and resolve conflicts. Knowledge can arise in a positive environment.

Moreover, they are not considered as personal speakers because they involve people and often arise from ignorance (Alpeza, 2010). It is in the human mind, but also in business because it is embedded in the culture of the organization. Knowledge is a key characteristic of a company in terms of its natural environment and its ability to innovate. Following the theory of Creative Commons (Gant, 1991), this valuable resource is essential for companies to continue to benefit from competition. My specific information and complexity lead to the fact that education is completely preserved and is never shared with whoever actually owns it. This becomes a problem when trying to measure the amount of knowledge there is in the company. Results The company calls higher education or higher education and develops new ways to show signs and relationships with customers, partners, implementation, innovation and funding. Edosio (2014) sees study groups as organizations that use learning to adapt and improve in a rapidly changing environment and maximize performance and competitive advantage. In addition, Garvin (2000, p.80) has created an organization and changed it with knowledge, and agreed to lead it. A culture that creates creatures that bless organizational interests and administrative operations implements the implementation of permanent learning.

KNOWLEDGE SHARING CENTRALITY TO THE RESOURCE-BASED VIEW OF COMPETITIVE ADVANTAGE

Through knowledge management, managers can be request to be updated with data from preprogrammed models based on integrative knowledge of past experiences and models updates and can stimulate interactions in consideration of information sharing solutions. Managers can expect and improve the best experimental problems. Knowledge sharing and distribution is the major determinant in a leaning organizational culture.

Organizational culture is learnt and created progressively and not overnight. It is formed in several phases starting with the basic foundation building, continued by defining the implementation strategy and ending with behavioral changes. The best example of this process is attitudes and values, business processes, and obligations that are built in company over a long period of time, slowly but steadily. However, some changes could be made immediately. If some company wants to become the learning company, it should follow these two steps; The first step is to create a traditional culture that lifts its learning environment. Mind, mental research, customer strategy, current operational services and new product products. It's hard to learn if employees are criticized and discouraged. Inconveniencing and criticizing cause frustration and guilt. If senior managers are not available for employees to emulate and discipline, and they will not be productive in their work.

The second step of creating and information sharing culture in the company is to break barriers and reinforcement exchange of information. Removing the limits to avoid running traffic. These barriers can keep employees isolated and hinder the required information from flowing well to the needed managers.

The quality of communication channels in commercial companies and other companies on the market depends on the internal cultural system and its management which is the reason as to why the workers work for their intention and strategy. Special development technologies have many opportunities to improve mental systems and ideas to share information, depending on rally. A well-known freely information sharing culture is one of today's biggest challenges in management.

Managers should set up free environment that motivates and stimulates the learning of the employees through objective forums that are goal specific. This will involve the activities that that will facilitate the employees in acquiring new sets of knowledge and their application in real work.

In the current modern business market, it is inevitably that information sharing knowledge apparently is one of the most important competitive advantages. Companies that possess the much needed knowledge are able to respond immediately and easily to changes in business environment as well as successful linkage of their available resources with their prospects and customer’s needs. A number of researchers have tried to link the implementation of the knowledge of information sharing concept in the company with the company’s business success.

For example, Vargas-Hernandez and Noruzi (2010) found a positive relationship between great academic ideas and corporate learning goals and company activities. The authors, among other things, found that the company using this idea was the right one. Companies respond quickly to environmental challenges and make use of their knowledge. Companies link resources to customer needs, improve production quality at all levels of the organization, accelerate rapid change within the company, increase company value, and focus on people rather than implementation. Trying to combine different perspectives from different authors on the impact of the introduction of corporate learning, we have come to the conclusion that this concept has many benefits. Strengthening adaptability to environmental changes and enhancing performance-related improvements in operating systems, products and technologies (Watkins and Marsick, 1993), leading at all levels.

Establishes good leadership in management (Watkins and Marsick, 1996), the ability to manage more knowledge in the company than ever before, and opens access to the knowledge base through employees (Garvin, 1993; Marquardt, 2002), meets existing needs, facilitates access, consuming new markets, adding new customers (Slater and Narver, 1995; DiBella and Nevis, 1998), increasing opportunities to develop qualified people and staff, encouraging the use of new knowledge and experiences through innovative methods (Senge, 1990) and the power of improvement of company performance (Ellinger, Ellinger, Yang, & Howton, 2002).

As pointed out by Marquardt and Reynolds (1994) in their book titled ‘ The Global Learning Organization’, there are many examples that illustrated the purpose of this learning effort in order to take advantage of information sharing opportunities to achieve quality, sustainable organizational change as adopted by many companies.

[...]