Knowledge Management Model for Modern Retail Business: A Conceptual Framework
This paper reviewed the relationships between the Knowledge Management (KM) activities and its perceived benefits in the knowledge based organisations. KM activities include: knowledge identification, knowledge acquisition, knowledge application, knowledge sharing, knowledge creation and knowledge preservation. And the perceived benefits of KM are fast customer responsiveness, operation excellence and high innovative intensity. Based on the above review, a conceptual framework for KM implementation in retail business organisations has been proposed. Finally the paper forwarded some limitations of the framework and based on which, directions for future research had been suggested.
[1] Y. J. Yeh, S. Q. Lai, and C. T. Ho, " Knowledge management enables,”
Industrial Management & Data Systems, vol. 106, no. 6, pp. 793-810,
2006.
[2] M. Migdadi," KM enablers and outcomes in the small and medium sized
enterprise”, Industrial Management & Data Systems, vol.109, no. 6, pp.
840-858, 2009.
[3] Business Monitor International Malaysia Retail Report Q1 2012,
Singapore, 18th November 2011.
[4] M. W. Yip, H. H. Ng, S. Din, " Critical Success Factors and Perceived
Benefits of Knowledge Management Implementation: Towards A
Conceptual Framework,” Australian Journal of Basic and Applied
Science, vol. 5, no. 10, pp. 754-760, 2011.
[5] T. H. Davenport, and L. Prusak, Working Knowledge: How
Organizations Manage What They Know. Boston: Harvard Business
School Press, 1998.
[6] S. Hossain, and M. Y. Cheng, An Introduction to Knowledge Economy
Concepts and Issues, 2nd Ed. Malaysia: McGraw-Hill, 2004.
[7] M. W. Yip, H. C. Lau and A. R. Songip, " Influence of soft elements on
knowledge management implementation in Malaysia higher learning
institutions,” Journal of Knowledge Management Practice, vol. 11, no.
3, 2010.
[8] P. Akhavan, M. Jafari, and M. Fathian, "Critical success factors of
knowledge management systems: A multi-case analysis,” European
Business Review, vol.18, no. 2, pp. 97-113, 2006.
[9] R. M. Magnier-Watanabe, and D. Senoo, " Organization characteristics
as prescriptive factors of knowledge management initiatives, " Journal
of Knowledge Management, vol. 12, no. 1, pp. 21-36, 2008.
[10] C. K. Ow, R .J. Willett, and K. L. Yap, "Building a Knowledge-based
Business School, Education & Training,” vol. 43, no. 4/5, pp. 268-274,
2001.
[11] M. Alavi, and A. Tiwana, "Knowledge management: the information
technology dimension,” in Handbook of Organisational Learning and
Knowledge Management, M. Smith and Lyles, Ed. Malden: Blackwell
Publishing, 2003.
[12] M. E. Jennex, Knowledge Management in Modern Organisations. Idea
Group Publishing, 2007.
[13] APQC (American Productivity and Quality Center Knowledge
Management) Executive Summary: Consortium Benchmarking Study
Best-Practice Report. Houston: American Productivity and Quality
Center, 1999.
[14] G. Natarajan, and S. Shekhar, Knowledge Management: Enabling
Business Growth. Boston Burr Ridge: McGraw Hill (International
Edition), 2000.
[15] S. C. Chong, Y. K. Wong, and L. Binshan, " Criteria for measuring
knowledge management performance outcomes in organisations,
Industrial Management & Data Systems, vol. 106, no. 7, pp. 917-936,
2006.
[16] G. Probst, S. Raub and K. Romhardt, Managing Knowledge: Building
Blocks for Success. New York: John Wiley and Son Ltd, 2000.
[17] M. J. Marquarde, Building the learning organization. New York:
McGraw Hill, 1996.
[18] S. Aujirapongpan, P. Vadhanasindhu, A. Chandrachai, and A. Cooparat,
" Indicators of knowledge management capability for KM effectiveness,
VINE, vol. 40, no. 2, pp. 18 -203, 2010.
[19] M.H. Zack, "Developing a knowledge strategy,” California
Management Review, vol. 41, no. 3, pp. 125-145, 1999.
[20] V. Ambrosini, and C. Bowman, "Tacit knowledge: Some suggestions for
operationalization,” Journal of Management Studies,” vol. 38, no. 6, pp.
811-829, 2011.
[21] L.S. Pan and H. Scarbrough, "A Socio-Technical view of knowledge
sharing at Buckman Laboratory,” Journal of Knowledge Management,”
vol. 2, no.1,pp. 55-66. 1998.
[22] M. Alavi, and D. E. Leidner, "Knowledge management and knowledge
management systems: conceptual foundations and research issues,” MIS
Quarterly, vol. 25, no. 1, pp. 107-136, 2001.
[23] I. Nonaka, and H. Takuechi, The Knowledge Creating Company: How
Japanese Companies Create the Dynamics of Innovation. New York:
Oxford University Press, 1995.
[24] J. P. Walsh, and G. R. Ungson, " Organisational Memory,” Academy of
Management Review, vol. 16, no. 1, pp. 57-91, 1991.
[25] KPMG Intertional, UK. Knowledge management research report 2000.
UK: KPMG Consulting, 1999.
[26] K. Mertins, P. Heisig, and J. Vorbeck, Knowledge Management: Best
Practices in Europe. New York: Springer-Verlag Berlin Heidelbery,
2001.
[27] M. Santosus, and J. Surmacz, The ABCs of Knowledge Management.
CIO Magazine, May 23: 2001.
http://www.cio.com/forums/knowledge/edit/kmabcscontent.
[28] I. Nonaka, and R. Toyama, " Knowledge creation as a synthesizing
process,” in Hitot Subashi on KM, H. Takeuchi, and I. Nonaka, Ed.
Singapore: Wiley, 2004.
[29] D. P. Spicer, and E. Sadler-Smith, " Organisational learning in Smaller
Manufacturing Firms, International Small Business Journal,” vol. 24,
no. 2, pp.133-158, 2006.
[30] M. Amidon, Innovation strategy for the knowledge economy, The Ken
Awakening. Boston: Butterworth-Heinemann, 1997.
[1] Y. J. Yeh, S. Q. Lai, and C. T. Ho, " Knowledge management enables,”
Industrial Management & Data Systems, vol. 106, no. 6, pp. 793-810,
2006.
[2] M. Migdadi," KM enablers and outcomes in the small and medium sized
enterprise”, Industrial Management & Data Systems, vol.109, no. 6, pp.
840-858, 2009.
[3] Business Monitor International Malaysia Retail Report Q1 2012,
Singapore, 18th November 2011.
[4] M. W. Yip, H. H. Ng, S. Din, " Critical Success Factors and Perceived
Benefits of Knowledge Management Implementation: Towards A
Conceptual Framework,” Australian Journal of Basic and Applied
Science, vol. 5, no. 10, pp. 754-760, 2011.
[5] T. H. Davenport, and L. Prusak, Working Knowledge: How
Organizations Manage What They Know. Boston: Harvard Business
School Press, 1998.
[6] S. Hossain, and M. Y. Cheng, An Introduction to Knowledge Economy
Concepts and Issues, 2nd Ed. Malaysia: McGraw-Hill, 2004.
[7] M. W. Yip, H. C. Lau and A. R. Songip, " Influence of soft elements on
knowledge management implementation in Malaysia higher learning
institutions,” Journal of Knowledge Management Practice, vol. 11, no.
3, 2010.
[8] P. Akhavan, M. Jafari, and M. Fathian, "Critical success factors of
knowledge management systems: A multi-case analysis,” European
Business Review, vol.18, no. 2, pp. 97-113, 2006.
[9] R. M. Magnier-Watanabe, and D. Senoo, " Organization characteristics
as prescriptive factors of knowledge management initiatives, " Journal
of Knowledge Management, vol. 12, no. 1, pp. 21-36, 2008.
[10] C. K. Ow, R .J. Willett, and K. L. Yap, "Building a Knowledge-based
Business School, Education & Training,” vol. 43, no. 4/5, pp. 268-274,
2001.
[11] M. Alavi, and A. Tiwana, "Knowledge management: the information
technology dimension,” in Handbook of Organisational Learning and
Knowledge Management, M. Smith and Lyles, Ed. Malden: Blackwell
Publishing, 2003.
[12] M. E. Jennex, Knowledge Management in Modern Organisations. Idea
Group Publishing, 2007.
[13] APQC (American Productivity and Quality Center Knowledge
Management) Executive Summary: Consortium Benchmarking Study
Best-Practice Report. Houston: American Productivity and Quality
Center, 1999.
[14] G. Natarajan, and S. Shekhar, Knowledge Management: Enabling
Business Growth. Boston Burr Ridge: McGraw Hill (International
Edition), 2000.
[15] S. C. Chong, Y. K. Wong, and L. Binshan, " Criteria for measuring
knowledge management performance outcomes in organisations,
Industrial Management & Data Systems, vol. 106, no. 7, pp. 917-936,
2006.
[16] G. Probst, S. Raub and K. Romhardt, Managing Knowledge: Building
Blocks for Success. New York: John Wiley and Son Ltd, 2000.
[17] M. J. Marquarde, Building the learning organization. New York:
McGraw Hill, 1996.
[18] S. Aujirapongpan, P. Vadhanasindhu, A. Chandrachai, and A. Cooparat,
" Indicators of knowledge management capability for KM effectiveness,
VINE, vol. 40, no. 2, pp. 18 -203, 2010.
[19] M.H. Zack, "Developing a knowledge strategy,” California
Management Review, vol. 41, no. 3, pp. 125-145, 1999.
[20] V. Ambrosini, and C. Bowman, "Tacit knowledge: Some suggestions for
operationalization,” Journal of Management Studies,” vol. 38, no. 6, pp.
811-829, 2011.
[21] L.S. Pan and H. Scarbrough, "A Socio-Technical view of knowledge
sharing at Buckman Laboratory,” Journal of Knowledge Management,”
vol. 2, no.1,pp. 55-66. 1998.
[22] M. Alavi, and D. E. Leidner, "Knowledge management and knowledge
management systems: conceptual foundations and research issues,” MIS
Quarterly, vol. 25, no. 1, pp. 107-136, 2001.
[23] I. Nonaka, and H. Takuechi, The Knowledge Creating Company: How
Japanese Companies Create the Dynamics of Innovation. New York:
Oxford University Press, 1995.
[24] J. P. Walsh, and G. R. Ungson, " Organisational Memory,” Academy of
Management Review, vol. 16, no. 1, pp. 57-91, 1991.
[25] KPMG Intertional, UK. Knowledge management research report 2000.
UK: KPMG Consulting, 1999.
[26] K. Mertins, P. Heisig, and J. Vorbeck, Knowledge Management: Best
Practices in Europe. New York: Springer-Verlag Berlin Heidelbery,
2001.
[27] M. Santosus, and J. Surmacz, The ABCs of Knowledge Management.
CIO Magazine, May 23: 2001.
http://www.cio.com/forums/knowledge/edit/kmabcscontent.
[28] I. Nonaka, and R. Toyama, " Knowledge creation as a synthesizing
process,” in Hitot Subashi on KM, H. Takeuchi, and I. Nonaka, Ed.
Singapore: Wiley, 2004.
[29] D. P. Spicer, and E. Sadler-Smith, " Organisational learning in Smaller
Manufacturing Firms, International Small Business Journal,” vol. 24,
no. 2, pp.133-158, 2006.
[30] M. Amidon, Innovation strategy for the knowledge economy, The Ken
Awakening. Boston: Butterworth-Heinemann, 1997.
@article{"International Journal of Business, Human and Social Sciences:65060", author = "M. W. Yip and H. H. Ng and S. Din and N. Abu Bakar", title = "Knowledge Management Model for Modern Retail Business: A Conceptual Framework", abstract = "This paper reviewed the relationships between the Knowledge Management (KM) activities and its perceived benefits in the knowledge based organisations. KM activities include: knowledge identification, knowledge acquisition, knowledge application, knowledge sharing, knowledge creation and knowledge preservation. And the perceived benefits of KM are fast customer responsiveness, operation excellence and high innovative intensity. Based on the above review, a conceptual framework for KM implementation in retail business organisations has been proposed. Finally the paper forwarded some limitations of the framework and based on which, directions for future research had been suggested.
", keywords = "Knowledge Management, Knowledge Management Activities, Retail Business, Knowledge Economy. ", volume = "7", number = "9", pages = "2558-5", }
