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Journal ArticleDOI

Knowledge Management in the Age of Cloud Computing and Web 2.0: Experiencing the Power of Disruptive Innovations

25 Nov 2013-IEEE Engineering Management Review (IEEE)-Vol. 41, Iss: 4, pp 98-108
TL;DR: This paper explores the innovation phenomenon of cloud computing and Web 2.0 and specifically examines their impact on organizational knowledge and finds that some of these innovations are of a "disruptive" nature.
Abstract: Organizations, of all types, live in an increasingly dynamic world. Much of this dynamism is generated by developments or innovations in technology, especially information and communication technology (ICT). Some organizations take advantage of this dynamism and create new products and business models and thrive. Others ignore it or take a long time trying to adapt to it and struggle, often with negative consequences. Some of these innovations, to use the terminology of Christensen, are of a “disruptive” nature such as the telephone, the Web and recently cloud computing. This paper explores the innovation phenomenon of cloud computing and Web 2.0 and specifically examines their impact on organizational knowledge.

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Citations
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Journal ArticleDOI
TL;DR: The results indicate that the perceived usefulness is significantly associated with the expectations for knowledge creation and discovery, storage, and sharing, and that educational institutions may promote adoption of cloud computing in education by increasing the awareness of knowledge management practices.

170 citations

Journal ArticleDOI
TL;DR: An exploration of the empowering and democratizing credentials of cloud computing will be attempted and an exploration of its potential to change many aspects of organizations’ operations, thinking, culture, work and their ability to control global warming is attempted.

56 citations


Cites background from "Knowledge Management in the Age of ..."

  • ...Issues relating to security, utages (i.e., temporary loss of service) and interoperability (i.e., ortability or ability to change one’s supplier) and are the most ignificant (Sultan, 2013)....

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Journal ArticleDOI
TL;DR: In this article, the authors analyze the relationship between knowledge management and innovation in SMEs in the region of Murcia, Spain and find that knowledge management can help SMEs to professionally develop employees, improve innovation processes, grow sales, satisfy customers and thus achieve organizational success.
Abstract: Introduction The era of knowledge plays an essential role in the economic growth and development of all enterprises (Foray, 2004; Mosconi & Roy, 2013). With the arrival of globalization, knowledge has become an intangible resource generator of permanent competitive advantage (Ikujiro & Hiroshi, 2013; Tunc Bozbura, 2007) and contributes to the generation of intellectual capital and to the economic activities of organizations (Kristandl & Bontis, 2007). In these times of constant motion, small and medium-sized enterprises (SMEs) require the extraction of knowledge from both domestic sources and foreign sources to achieve greater participation in the markets, foster innovation, and improve performance (Gold, Malhotra, & Segars, 2001; Morgan & Berthon, 2008). Knowledge management (KM) is a comprehensive approach that includes capture, receipt, and transfer of information in a company that considers the policies, procedures, knowledge, and experience of employees (Duhon, 1998). In addition, technology systems influence the behavior of employees and strengthen a culture based on the use and transfer of information (Davenport, 1994). KM is a business practice that integrates essential strategies, policies, techniques, and procedures (Davenport, 2013; Lavergne & Earl, 2006). The alignment of corporate strategy with KM is vital for adding value and achieving results (Chuang, 2004; M. H. Zack & Singh, 2010). KM influences business systems by increasing profitability, creating a harmonious atmosphere among employees, and ensuring businesses' sustainability and competitiveness (Darvish, Mohammadi, & Afsharpour, 2012; Darvish & Nazari, 2013). However, KM is not sufficiently widespread in SMEs, mainly due to the lack of strategic planning, lack of financial resources, distaste to change cultural, uncertainty regarding benefits, and technological immaturity, which are typical in these organizations (Edvardsson & Durst, 2013; Yew Wong, 2005). A reasonable number of empirical studies have analyzed the impact of KM and innovation in SMEs (Constantinescu, 2009; C. Yu, Yu-Fang, & Yu-Cheh, 2013). However, the relationship between innovation and performance is still a wide field for exploration (Price, Stoica, & Boncella, 2013; Vaccaro, Parente, & Veloso, 2010). Works on KM have placed minimal emphasis on the benefits generated in SMEs; the majority of research focuses on large organizations (Darroch, 2005; Roxas, Battisti, & Deakins, 2014). In addition, minimal understanding of how companies create, transfer, and use knowledge has led to difficulty in transforming knowledge into a competitive advantage (C. Lin, Wu, & Yen, 2012; Perrin, Vidal, & McGill, 2006). The difficulty of measuring KM in SMEs provides a reasonable explanation for the scarcity of empirical studies in this developing discipline (Becerra-Fernandez & Sabherwal, 2014; Choi, Poon, & Davis, 2008). By the great influence of the KM in the progress and development of SMEs, it is important to develop this type of study more regularly (Imran, 2014; Vaccaro et al., 2010). The objective of this work is to empirically analyze the relationships between KM, innovation, and performance in SMEs in the region of Murcia, Spain. In the current competitive global environment, it is important to analyze the key factors that affect the development and growth of these companies. The research questions that we attempt to answer are as follows: 1. Does knowledge management influence innovation activities in SMEs? 2. Does business innovation exert any influence on SME performance? Literature reveals that KM can help SMEs to professionally develop employees, improve innovation processes, grow sales, satisfy customers and thus achieve organizational success (Edvardsson & Durst, 2013; Lopez-Nicolas & Merono-Cerdan, 2011; Madrid-Guijarro, Garcia, & Van Auken, 2009). …

55 citations


Cites background from "Knowledge Management in the Age of ..."

  • ...The theory of resources and capabilities in relation to the use of ICT improves the acquisition of knowledge and allows for the minimization of costs in training and information gathering (Dalkir, 2013; Hill, Jones, & Schilling, 2014; Sultan, 2013)....

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Journal ArticleDOI
05 May 2016
TL;DR: The usage of digital channels by UK small- and medium-sized enterprises (SMEs) is investigated and the impact caused on their strategic marketing position is assessed and a novel insight into strategic literature for SMEs is opened up.
Abstract: This article investigates the usage of digital channels by UK small- and medium-sized enterprises (SMEs) and assesses the impact caused on their strategic marketing position. The research is based on statistical analysis of 66 surveyed SMEs in the context of the digital era. Despite indications from the relevant literature about the reluctance of SMEs to adopt advances in technological communication, the research reported indicates a high level of usage of digital channels, especially social media (SM). The web 2.0 technologies that facilitate the new digital channels are standardised, interactive, ubiquitous and cheap. These features change the way how companies communicate and shift fundamental marketing and business concepts. Due to this shift, the SMEs’ barriers for technology adoption, including lack of financial resources, knowledge and skills, are diminishing. The latter, supported also by the research findings, increases the impact of SMEs bringing them closer to the large corporations in ...

48 citations

Journal ArticleDOI
TL;DR: In this article, the authors provide useful methodological insights into implementation of new service business models and the effect of servitization is industry specific and hence insights from a wide range of industries are included.
Abstract: Servitization is the move towards selling traditional product to selling a wide range of product-service bundle combinations. This movement contributes to firm sustainability and profitability and hence the competitiveness of nations. Key points: 1. Servitization directly effects firm performance and territorial competitiveness. The special issue includes articles at both levels of analysis. 2. The effect of servitization is industry specific and hence insights from a wide range of industries are included here; among them engine production, construction, the music industry and cloud computing 3. The reduction of cost and the maximization of revenues are the main drivers of servitization. Contributions provide useful methodological insights into implementation of new service business models.

39 citations


Cites background from "Knowledge Management in the Age of ..."

  • ...potential vendor lock-in, and ongoing security, privacy and reliability issues (Sultan, 2013)....

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References
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Book
01 Jan 2003
TL;DR: The Innovator's Solution as discussed by the authors is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams, and is a necessary addition to any innovation library.
Abstract: An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen's work continues to underpin today's most innovative leaders and organizations. A seminal work on disruption--for everyone confronting the growth paradox. For readers of the bestselling The Innovator's Dilemma--and beyond--this definitive work will help anyone trying to transform their business right now. In The Innovator's Solution, Clayton Christensen and Michael Raynor expand on the idea of disruption, explaining how companies can and should become disruptors themselves. This classic work shows just how timely and relevant these ideas continue to be in today's hyper-accelerated business environment. Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine. The authors identify the forces that cause managers to make bad decisions as they package and shape new ideas--and offer new frameworks to help create the right conditions, at the right time, for a disruption to succeed. This is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams. Based on in-depth research and theories tested in hundreds of companies across many industries, The Innovator's Solution is a necessary addition to any innovation library--and an essential read for entrepreneurs and business builders worldwide.

2,204 citations

Book
19 Nov 2013
TL;DR: The Innovators Dilemma by Clayton M. Christensen as discussed by the authors is one of the most influential business books of all time and has been cited by the worlds best-known thought leaders, from Steve Jobs to Malcolm Gladwell.
Abstract: A Wall Street Journal and Businessweek bestseller. Named by Fast Company as one of the most influential leadership books in its Leadership Hall of Fame. An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensens work continues to underpin todays most innovative leaders and organizations. The bestselling classic on disruptive innovation, by renowned author Clayton M. Christensen. His work is cited by the worlds best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In this classic bestsellerone of the most influential business books of all timeinnovation expert Clayton Christensen shows how even the most outstanding companies can do everything rightyet still lose market leadership. Christensen explains why most companies miss out on new waves of innovation. No matter the industry, he says, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices. Offering both successes and failures from leading companies as a guide, The Innovators Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovation. Sharp, cogent, and provocativeand consistently noted as one of the most valuable business ideas of all time The Innovators Dilemma is the book no manager, leader, or entrepreneur should be without.

1,844 citations

Journal ArticleDOI
TL;DR: In this paper, the call came in late on Thursday afternoon and right away I wished I hadn’t answered the phone. We had received a last-second opportunity to bid on a sizable piece of work that the Partner on the other end of the line really wanted to pursue.

921 citations


"Knowledge Management in the Age of ..." refers background in this paper

  • ...In a study involving 40 managers, Cross et al. (2001) asked those professionals to reflect on a recent project that was important to their careers and to indicate where they obtained information critical to the project’s success....

    [...]

01 Jan 2000
TL;DR: In this article, the authors report on a cross-industry research program assessing ways to promote knowledge creation and transfer in networks of employees and find that people are often more reliant on other people thanthey are on databases when seeking answers to unstructured questions.
Abstract: Many early knowledge management initiatives focused heavily on informationtechnology and codified knowledge and so missed performance improvementopportunities from interventions targeting knowledge embedded within networks ofemployees. Despite advanced technical solutions employed to manage organizationalknowledge, we continue to find that people are often more reliant on other people thanthey are on databases when seeking answers to unstructured questions. As a result,organizations creating more cohesive networks on knowledge related dimensions arebetter able to collectively solve problems, create new knowledge and transfer explicit andtacit knowledge embodied within employees. The following article reports on a cross-industry research program assessing ways to promote knowledge creation and transfer innetworks of employees. Specifically, we have found four characteristics of relationshipsimportant for knowledge creation in networks: 1) knowing what others know; 2) havingaccess to other people’s thinking; 3) having people be willing to actively engage inproblem solving; and 4) having a safe relationship to promote learning and creativity.Mapping these dimensions in social networks yields targeted social and technicalinterventions managers can employ to improve a network’s ability to create and shareknowledge.

918 citations

Journal ArticleDOI
TL;DR: Even though the technology faces several significant challenges, many vendors and industry observers predict a bright future for cloud computing as mentioned in this paper, and many experts predict a promising future for the cloud computing.
Abstract: Even though the technology faces several significant challenges, many vendors and industry observers predict a bright future for cloud computing.

626 citations