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

Author

Listed:
  • Sundeep Satyanarayan

    (University of Central Lancashire, UK)

  • Gideon Azumah

    (University of Central Lancashire, UK)

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.

Suggested Citation

  • Sundeep Satyanarayan & Gideon Azumah, 2011. "Operationalisation of Knowledge Management Practices in R&D Activity in Multinational Organisations," MIC 2011: Managing Sustainability? Proceedings of the 12th International Conference, Portorož, 23–26 November 2011 [Selected Papers],, University of Primorska, Faculty of Management Koper.
    • Handle: RePEc:mgt:micp11:581-597
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    References listed on IDEAS

    as
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    3. Daniel Levinthal & Jennifer Myatt, 1994. "Co‐Evolution of Capabilities and Industry: The Evolution of Mutual Fund Processing," Strategic Management Journal, Wiley Blackwell, vol. 15(S1), pages 45-62, December.
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