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Operationalisation of Knowledge Management Practices in R&D Activity in Multinational Organisations

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  • Sundeep Satyanarayan

    (University of Central Lancashire, UK)

  • Gideon Azumah

    (University of Central Lancashire, UK)

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    Abstract

    Both business and academic communities believe that by leveraging knowledge and managing it strategically, they can sustain an organisation in its long-term competitive advantages. Using a case study and interview method, this research aims to explore what knowledge management and practices are and how to create, transfer and use them more effectively in MNO in the R&D sector. The research found that perception and understanding of the organisation’s tacit and explicit knowledge were keys to the competitiveness of the company. The importance of this research lies in revealing and explaining not only how the environment receive explicit knowledge created by the organisation but also how knowledge is applied and transferred.

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    Bibliographic Info

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    This chapter was published in: Sundeep Satyanarayan & Gideon Azumah , , pages 581-597, 2011.

    This item is provided by University of Primorska, Faculty of Management Koper in its series MIC 2011: Managing Sustainability? Proceedings of the 12th International Conference, Portorož, 23–26 November 2011 [Selected Papers] with number 581-597.

    Handle: RePEc:mgt:micp11:581-597

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    Web page: http://www.fm-kp.si/zalozba/ISBN/978-961-266-113-7.htm
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    Related research

    Keywords: knowledge management; explicit and tacit knowledge; knowledge transfer; knowledge sharing and organisational culture;

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    1. Vijay Sethi & William R. King, 1994. "Development of Measures to Assess the Extent to Which an Information Technology Application Provides Competitive Advantage," Management Science, INFORMS, vol. 40(12), pages 1601-1627, December.
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