during implementation of business process reengineering (bpr) in many organizations, it will be less attention to previous activities and capabilities which they extract from other improvement projects in the past and this would include the costs for doing this effort and activities. considering these issues are important for bpr projects. required capabilities before implementing of bpr projec...

In response to the concern regarding the evaluation of knowledge management initiatives, this study introduces the concept of ‘knowledge creating capabilities‘. This concept refers to the balance of the four knowledge creation modes proposed in the SECI Model by Nonaka and Takeuchi (1995). The relationship of this concept with corporate financial performance is explored using two financial indi...

This paper contributes a conceptual for defining knowledge management in a project environment. Knowledge management can be broadly defined as the set of processes, tools, and techniques for the most effective and efficient use of knowledge [1]. Knowledge management aims to improve, maintain, and create organizational capabilities to generate sustained competitive advantage [2]. A holistic view...

a r t i c l e i n f o The importance of the customer's role in the management of a firm has been increasing for the last twenty years. A firm's organizational capabilities, both internally and externally oriented, are essential for increasing customer value creation and the focus of this paper is on market orientation, knowledge management and customer relationship management. The aim of the st...

abstract agricultural sector is a developmental domain and id a way for achievement to goals that are anticipated in iran perspective document. from this view, knowledge management (km) is critical for starting and continuing this way. this paper investigate on process of applicable and especial knowledge in agricultural sector (a case study in yazd province). also ranks stages of knowledge pro...

In recent years, companies have integrated their customer relationship management (CRM) and knowledge management (KM) efforts because they realize that KM plays a key role in CRM success. In this article we present the findings of a survey of customer-related KM initiatives’ status quo within organizations as the first step of a two-stage research approach. In a second step we build on the surv...

Beyond 3G usually refers to heterogeneous scenarios where different Radio Access Technologies (RATs) coexist and operate in a coordinated way. This brings a new challenge to offer services to the users over an efficient and ubiquitous radio access. In this way, the user can be served through the RAT that fits better to the terminal capabilities and service requirements, and also a more efficien...

Although many assessment tools and methodologies for measuring knowledge management capabilities are becoming available in the practitioner world, none of them has been tested for validity. In this paper, we first present a knowledge management capability assessment (KMCA) methodology for determining the capability levels of an organization in various knowledge areas. The KMCA defines the knowl...

Modularity in organizations can facilitate the creation and development of dynamic capabilities. Paradoxically, however, modular management can also stifle the strategic potential of such capabilities by conflicting with the horizontal integration of units. We address these issues through an examination of how modular management of information technology (IT), project teams and front-line perso...