Competitive Intelligence and Knowledge Management: A study of enhancing the employees motivation to sharing their knowledge
(Sprache: Englisch)
Companies which are active in Competitive Intelligence (CI) face the problem of accessing the employees knowledge for specific inquiries. Most of the knowledge and of the intelligence already exists within the company - however, it is not available for the...
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Companies which are active in Competitive Intelligence (CI) face the problem of accessing the employees knowledge for specific inquiries. Most of the knowledge and of the intelligence already exists within the company - however, it is not available for the CI-department. This study finds a solution for the problem by taking a view on the inner organization of CI- and knowledge management. It creates a reference framework of strategic knowledge management called the "Knowledge House" and gives the employees a context they can orientate towards. The objective is to actively anchor the strategic cultivation of knowledge in the company which promotes knowledge sharing. Beyond this strategic approach, knowledge sharing from the employees view is outlined. In addition, it is also outlined what preconditions - which go beyond the organizations influence - have to be set to make the employees work in a knowledge sharing- promoting environment.
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Text Sample:1. Introduction
Chapter 1.1 Motivation:
Companies face each other more than ever in a fastchanging environment, including global competition and fastchanging markets. A company today has to react quickly to the market changes or in the ideal case - it has to notice the competition and market developments from the very beginning in order to keep or advance its position in the market. To achieve this, somebody has to provide the corporate management with the most current information.
In this special working field, a professional interdisciplinary corporate management and corporate development drift appeared as a part of market research in the 1970s, called "Market Intelligence" or "Competitive Intelligence" (in the following named as Competitive Intelligence, abbreviated as "CI"). The mission of Competitive Intelligence is to win advantages over competitors by systematic legal investigation and analysis of fragmented market information. In time of raising competitive pressure in a complex and fast moving competitive environment it is very important to be one stepahead of the competitors. Companies have to anticipate the activities of their competitors in their strategic adjustment (Michaeli, 2006).
The field experienced a boost with Michael Porter's 1980 publication "Competitive Strategy: Techniques for analyzing industries and competitors". The focus of CI shifted from an activity concerned primarily with the competitors, to an activity focusing on the organizational environment (Schwarz, 2007, p. 56). This development is reflected in the CI definition of the Society of CI Professionals to which Lux and Peske (2002, p. 27) refer: "Competitive Intelligence is the process of monitoring the competitive environment. Competitive Intelligence enables senior managers (...) to make informed decisions about everything from marketing, R&D, and investing tactics to longterm business strategies. Effective CI is a continuous process involving legal and
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ethical collection of information analysis."
These market and competitorreports are mostly selfmade, as each company has its own requirements and own market targets. As a consequence, CIexperts are mostly found in bigsized companies (Altensen 2003 in: (Michaeli, 2006, p. 461). With rising numbers of employees, the amount of CIfulltimeemployees increased (Global Intelligence Agency, 4/2005, p. 23). As core data of competitors is generally available freely, e.g. by getting quarterly financial reports of stock market companies and limited companies, other analyzed data can be bought by market research companies (Pfaff, 2005, p. 40). However, strategically important insightinformation can seldom be found in this data.
A supplemental part is to acquire the knowledge about competitors from the employees of your own company. Most of the staff has direct or indirectly to do with the competitors: Some of them may have worked there before, the development department may best know the technical advantages (or disadvantages) and specifications of the rival s products best, the sales department may have experience in the rivals distribution and price politics, the marketing department could easily disenchant the marketing appearance to reveal the rivals core business.
Collecting all this huge and in the beginning undefined information in the CIprocess cycle corresponds with another management tool: The Knowledge Management.
Ikujiro Nonaka (1991, p. 96) drew a link between Knowledge Management and Competitive Intelligence already in 1991, stating that "in an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge". The other way around, knowledge can be considered as competitive advantage (McEvily, et al., 2000, p. 295). Peter Drucker (1995, p. 271) stressed that "knowledge has become the key economic resource and the dominant - perhaps even the only - source of competitive advantage". Bünnagel (2010, p. 10) states that the v
These market and competitorreports are mostly selfmade, as each company has its own requirements and own market targets. As a consequence, CIexperts are mostly found in bigsized companies (Altensen 2003 in: (Michaeli, 2006, p. 461). With rising numbers of employees, the amount of CIfulltimeemployees increased (Global Intelligence Agency, 4/2005, p. 23). As core data of competitors is generally available freely, e.g. by getting quarterly financial reports of stock market companies and limited companies, other analyzed data can be bought by market research companies (Pfaff, 2005, p. 40). However, strategically important insightinformation can seldom be found in this data.
A supplemental part is to acquire the knowledge about competitors from the employees of your own company. Most of the staff has direct or indirectly to do with the competitors: Some of them may have worked there before, the development department may best know the technical advantages (or disadvantages) and specifications of the rival s products best, the sales department may have experience in the rivals distribution and price politics, the marketing department could easily disenchant the marketing appearance to reveal the rivals core business.
Collecting all this huge and in the beginning undefined information in the CIprocess cycle corresponds with another management tool: The Knowledge Management.
Ikujiro Nonaka (1991, p. 96) drew a link between Knowledge Management and Competitive Intelligence already in 1991, stating that "in an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge". The other way around, knowledge can be considered as competitive advantage (McEvily, et al., 2000, p. 295). Peter Drucker (1995, p. 271) stressed that "knowledge has become the key economic resource and the dominant - perhaps even the only - source of competitive advantage". Bünnagel (2010, p. 10) states that the v
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Autoren-Porträt von Henning Schimpf
The author has studied Non-Profit Management at the University of Applied Sciences in Osnabrück, Germany and at the Saxion Hogeschool Enschede, Netherlands and professionalized in this field for several years. He delved into his long life interest field "Strategic Management" in his consecutive grade as Master of Business Administration in Stuttgart, Germany, where he currently lives.
Bibliographische Angaben
- Autor: Henning Schimpf
- 2015, Erstauflage, 84 Seiten, Maße: 15,5 x 22 cm, Kartoniert (TB), Englisch
- Verlag: Anchor Academic Publishing
- ISBN-10: 3954893843
- ISBN-13: 9783954893843
Sprache:
Englisch
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