Knowledge Management in the Age of Cloud Computing and Web 2.0: Experiencing the Power of Disruptive Innovations
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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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
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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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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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
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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TL;DR: Evidence is provided that, while SMEs, including knowledge intensive ones, acknowledge that adequately capturing, storing, sharing and disseminating knowledge can lead to greater innovation and productivity, their managers are not prepared to invest the relatively high effort on long term knowledge management goals.
Abstract: Purpose – The purpose of this paper is to present a study of knowledge management understanding and usage in small and medium knowledge‐intensive enterprises.Design/methodology/approach – The study has taken an interpretitivist approach, using two knowledge‐intensive South Yorkshire (England) companies as case studies, both of which are characterised by the need to process and use knowledge on a daily basis in order to remain competitive. The case studies were analysed using qualitative research methodology, composed of interviews and concept mapping, thus deriving a characterisation of understandings, perceptions and requirements of SMEs in relation to knowledge management.Findings – The study provides evidence that, while SMEs, including knowledge intensive ones, acknowledge that adequately capturing, storing, sharing and disseminating knowledge can lead to greater innovation and productivity, their managers are not prepared to invest the relatively high effort on long term knowledge management goals fo...
337 citations
Book•
01 May 2009
TL;DR: Shirky's "Here Comes Everybody: How Change Happens When People Come Together" explores how the unifying power of the internet is changing the character of human society as mentioned in this paper.
Abstract: Clay Shirky's international bestseller "Here Comes Everybody: How Change Happens When People Come Together" explores how the unifying power of the internet is changing the character of human society. Welcome to the new future of involvement. Forming groups is easier than it's ever been: unpaid volunteers build Wikipedia together in their spare time, mistreated customers can join forces to get their revenge on airlines and high street banks, and one man with a laptop can raise an army to help recover a stolen phone. The results of this new world of easy collaboration can be both good (young people defying an oppressive government with a guerrilla ice-cream eating protest) and bad (girls sharing advice for staying dangerously skinny) but it's here and, as Clay Shirky shows, it's affecting...well, everybody. For the first time, we have the tools to make group action truly a reality. And they're going to change our whole world. "As crisply argued and as enlightening a book about the internet as has been written". ("Daily Telegraph"). "As usable as the technology he writes about". ("Independent"). "Clay Shirky's masterpiece ...glittering, brilliant insights that make me think, yes, of course, that's how it all works". (Cory Doctorow, co-editor of "Boing Boing"). "Anyone interested in the vitality and influence of groups of human beings - from knitting circles, to political movements, to multinational corporations - needs to read this book". (Steven Johnson, author of "Everything Bad is Good for You" and "Emergence"). Clay Shirky writes, teaches, and consults on the social and economic effects of the internet. A professor at NYU's Interactive Telecommunications Program, he has consulted for Nokia, Procter and Gamble, News Corp., the BBC, the US Navy, and Lego. Over the years, his writings have appeared in "The New York Times", the "Wall Street Journal", the "Harvard Business Review", "Wired", and "IEEE Computer".
238 citations
01 Jan 2009
TL;DR: The authors in this issue discuss their views on what cloud computing is leaving the reader to decide for themselves.
Abstract: Cloud computing has evolved from previous computing paradigms going back as far to the days of mainframes, but is it really different? Do the explosive new capabilities from cloud computing solve any of the problems left unsolved from three decades ago? The authors in this issue discuss their views on what cloud computing is leaving the reader to decide for themselves.
189 citations
TL;DR: Cloud computing has evolved from previous computing paradigms going back as far to the days of mainframes, but is it really different? Do the explosive new capabilities from cloud computing solve any of the problems left unsolved from three decades ago? The authors in this paper discuss their views on what cloud computing is leaving the reader to decide for themselves.
Abstract: Cloud computing has evolved from previous computing paradigms going back as far to the days of mainframes, but is it really different? Do the explosive new capabilities from cloud computing solve any of the problems left unsolved from three decades ago? The authors in this issue discuss their views on what cloud computing is leaving the reader to decide for themselves.
150 citations
TL;DR: Industry panelists at an IEEE Computer Society conference in Beijing look at the opportunities and challenges emerging from cloud computing and how their companies are addressing them.
Abstract: Industry panelists at an IEEE Computer Society conference in Beijing look at the opportunities and challenges emerging from cloud computing and how their companies are addressing them.
146 citations