Luis Ernesto

Bio: Luis Ernesto is an academic researcher. The author has contributed to research in topics: Asset (economics) & Competitive advantage. The author has an hindex of 1, co-authored 1 publications receiving 2 citations.

The adoption of Knowledge Management Systems in Mexico : A Quantitative Study

Abstract: Knowledge is a very important asset for organizations; it is one of the best sources of competitive advantage. Knowledge Management is used to effectively capture and apply knowledge in organizatio ...

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

Knowledge Management: An Integrated Approach

Abstract: Knowledge management encompasses all aspects of managing a company’s intellectual capital, from filing, to intranets, to team briefings. It “promotes a collaborative and integrative approach to the creation, capture, organisation, access and use of information assets” (European Centre for Customer Strategies). In the past firms have approached KM as a well-defined function, or task to be completed. In fact it is simply a way of working, which recognises the importance of using existing and current knowledge. Once adopted, this method of operating should gradually become invisibly embedded into a company’s strategy and culture.