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Case Study



The goal of this section is to give you here summary of  best practice utilized by global organisation to build their competitive advantage and laid down as a foundation on which to develop a growth strategy. There are thematic area :-People ,Process and Technology ,Business Value . It is understood  in a wide sense as a process of overall change in the organization, focused on innovation, and especially related to the participation of every employee in the processes of creation and transmission of knowledge. It is known fact that a critical aspect of business management is the successful creation of processes which drive the development of a continuous flow of innovation. This  gives a basis for competitive advantage. How a organisation channelise its effort to reach this goal, the establishing of a knowledge management (KM) strategy .The goal of every organization is to manage their knowledge successfully and reflect its internal competitive strategy,create value for the firm’s customers, turn a profit for the firm and focus on how the firm’s employees deliver on the value, differentiation, and speed. The primary thrust of this blog section is to inspect the knowledge management (KM) practices of global organizations and discuss the commonalities based on a grounded theory approach.

This section presents case study of how a development of knowledge can underpin the growth of the firm through corporate entrepreneurship, implementation of an innovation and KM strategy in the company or organisation. Following this perspective, we analyze 
  1. KM strategy as an innovation in the company. 
  2. how to implement the KM strategy .
  3. how the organization achieved the promotion of experience transmission and the generation of continuous innovation.
  4. important factors contributing to the success of this strategy, such as the internal development and integration of relevant technological knowledge, human resources (HR) policies, organizational flexibility, 
  5. knowledge management tools based on IT, and purchase of companies and cooperation agreements for the acquisition of external knowledge
  6. the way an established firm uses resources and capabilities, especially its accumulated knowledge, as a foundation on which to develop a growth strategy

 
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