Turning a Low-Performing Organisation Into a High-Performing One Through The Implementation of a knowledge-based strategy
Keywords
knowledge-intensity in organisations, knowledge management, intellectual capital, knowledge-based advantage, asset management
Abstract
This paper explores how a private company managing financial assets, evolved from a low-performing into a high-performing organisation through the implementation of a knowledge-based strategy. The issue both guiding and challenging this process was that this firm strove to break free from its original 'administrative' type of modus operandi to become an innovative and fast-paced organisation. Relying on a theoretical framework drawing on knowledge-intensity in organisations, as well as intellectual capital and knowledge management fields, this qualitative study identified 17 themes qualifying the firm's knowledge-based strategy. Through effectively managing its knowledge assets, the organisation achieved a knowledge-based competitive and sustainable advantage. Considered against the backdrop of the theoretical framework, the complementarity of the three theoretical lenses is emphasised.
Date of Award
Summer 7-2017
Full Publication Date
12-7-2017
Access Rights
metadata only access
Document Type
Article
Resource Type
journal article
Author Profiles
Stephen has worked in lecturing and academic management positions for over thirty years. He lectures at CCT College Dublin on Operations Management, Corporate Social Responsibility and Sustainability, Microeconomics, Macroeconomics and International Business. Stephen has an MA in Economics from University College Dublin. More on Stephen at: https://www.cct.ie/cct-college-dublin-staff-profiles-expert-gallery/
Publisher
Inderscience Enterprises Ltd.
Recommended Citation
Khadir-Poggi, Y., keating, M., & Chandler, S. (2017) Turning a Low-Performing Organisation Into a High-Performing One Through The Implementation of a knowledge-based strategy CCT College Dublin.