Knowledge Management, Competitive Advantage, and Value Creation: A Case Study of Icelandic SMEs
The purpose of this paper is to analyse the effect of knowledge management on value creation in Icelandic firms. The aim is to examine the ways KM contributes to value creation, and measure the ways in which KM affects customer capital, innovation, and human capital. Given the limited number of firm...
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| Veröffentlicht in: | International journal of information systems and social change 2013-04, Vol.4 (2), p.59-71 |
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| container_title | International journal of information systems and social change |
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| creator | Edvardsson, Ingi Runar Oskarsson, Gudmundur Kristjan |
| description | The purpose of this paper is to analyse the effect of knowledge management on value creation in Icelandic firms. The aim is to examine the ways KM contributes to value creation, and measure the ways in which KM affects customer capital, innovation, and human capital. Given the limited number of firms in the survey with KM programmes, the findings should be seen more as a case study of Icelandic SMEs. The main conclusions are that firms which have adopted KM programmes and strategies have increased employee skills more than other firms; are better at attracting staff; and manifest improved decision making. The same goes for customer handling, innovation, and competitive standing. In general, this means that KM contributes to value creation by enhancing employee skills and innovation which, in turn, strengthen customer handling skills and the firm’s competitive advantage. A conception model based on these findings is also presented in the paper. |
| doi_str_mv | 10.4018/jissc.2013040104 |
| format | Article |
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The aim is to examine the ways KM contributes to value creation, and measure the ways in which KM affects customer capital, innovation, and human capital. Given the limited number of firms in the survey with KM programmes, the findings should be seen more as a case study of Icelandic SMEs. The main conclusions are that firms which have adopted KM programmes and strategies have increased employee skills more than other firms; are better at attracting staff; and manifest improved decision making. The same goes for customer handling, innovation, and competitive standing. In general, this means that KM contributes to value creation by enhancing employee skills and innovation which, in turn, strengthen customer handling skills and the firm’s competitive advantage. 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| identifier | ISSN: 1941-868X |
| ispartof | International journal of information systems and social change, 2013-04, Vol.4 (2), p.59-71 |
| issn | 1941-868X 1941-8698 |
| language | eng |
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| source | AUTh Library subscriptions: ProQuest Central; ProQuest Central UK/Ireland; Alma/SFX Local Collection |
| subjects | Brand equity Case studies Competitive advantage Consulting services Customers Decision making Handling Human capital Information systems Innovations Knowledge management Materials handling Skills Small and medium sized companies Strategy Value creation |
| title | Knowledge Management, Competitive Advantage, and Value Creation: A Case Study of Icelandic SMEs |
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