The knowledge chain model: activities for competitiveness

By Clyde W. Holsapple, Meenu Singh. Expert systems with applications, 2001

454 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b4ac543dab5d3b08a34bea35dda3398c3e808014

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Citations in the corpus

Knowledge management strategy and its link to knowledge creation process (2002, background): “It is essential to identify which knowledge processes represent unique and valuable capabilities for effective knowledge management ( Holsapple & Singh, 2001; Zack, 1999b).”
A collaborative approach to ontology design (2002, methodology): “Phase 4. In this phase, we explored ontology utility by applying it in various ways: demonstrating it provides a unifying view of KM phenomena [8]; using it as a framework to explore knowledge selection processes and technologies [3]; and generating the knowledge chain model of competitive analysis ”
Review of empirical research on knowledge management practices and firm performance (2016, background): “…resource management to KM (e.g. Hislop, 2003; Scarbrough, 2003; Wong, 2005), KM leadership (e.g. DeTienne et al., 2004; Holsapple and Joshi, 2000; Holsapple and Singh, 2001), technological support to KM (e.g. Alavi and Leidner, 2001; Davenport and Prusak, 1998; Kankanhalli et al., 2003), and KM…”
A unified foundation for business analytics (2014, background): “This evidentiary enhancement to the concept of BA allows analytics to draw on inputs about which there is not absolute certitude – as happens, for instance, when hard facts are simply unavailable (e.g., with what-if analysis, simulation modeling, when using sales-force estimates, or drawing on…”
Knowledge management-enabled health care management systems: capabilities, infrastructure, and decision-support (2003, background): “The knowledge management strategy of an organization is predicated on shared learning, collaboration, and the sharing of knowledge (Hibbard, 1997; Holsapple & Singh, 2001; Liebowitz, 2000; Nonaka & Takeuchi, 1995; Quinn, Anderson, & Finkelstein, 1998).”
The resource-based view: a tool of key competency for competitive advantage (2019, unknown): “…should be a promoter for moving, mentoring, acting as an example, producing an environment of mutual confidence and respect, instituting innovative culture, vision, listening, learning, teaching, and sharing knowledge (Holsapple & Singh, 2001), and this should be supported by the top management.”
A resource-based perspective on knowledge management capability and competitive advantage: an empirical investigation (2004, background): “Research on KM and competitive advantage has emphasized ‘description, rather than empirical study’ KM can lead to such an advantage (Holsapple & Singh, 2001; Ndlela & Toit, 2001).”
KNOWLEDGE MANAGEMENT AND FIRM PERFORMANCE IN SMEs: THE ROLE OF SOCIAL CAPITAL AS A MEDIATING VARIABLE (2010, methodology): “The variable KM processes consist of knowledge acquisition, knowledge conversion, and knowledge application (Gold et al., 2001; Holsapple & Singh, 2001; O'Dell & Grayson, 1998a; Tiwana, 2002).”
Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003, methodology): “This relationship is also explained by the use of the knowledge-chain model proposed by Holsapple and Singh [51].”