IntroductIon The dependence of any organization on knowledge management is clearly understood. Actually, we should distinguish between knowledge management (KM) and knowledge engineering (KE): KM is to define and support organizational structure, allocate personnel to tasks, and monitor knowledge engineering activities; KE is concerned with technical matters, such as tools for knowledge acquisi...

The Literature suggests that Knowledge Management (KM) might be doomed to failure. This perception is primarily built on the notion that KM is a fallacy and nothing more than Information Management (IM) while suggesting that there is only lip service for KM but no real support. Defenders of KM’s value tend to mislead by reporting only world-class practices in world-class organizations. To date,...

Market knowledge has become the major asset of modern businesses and the key to retain their competitiveness. This research attempts to explore the impact of market knowledge management competence on performance via the “dynamic capabilities” perspective. 192 Taiwan companies were selected for the survey setting. The major findings are summarized as following: 1. this empirical result supports ...

Dynamic capability is an emergent field of firms encountering turbulent administrative environment. Eisenhardt and Martin (2000) point out that firms with dynamic capability are not guaranteed to enhancing organizational performance, but without dynamic capability it is impossible for firms to enhance organizational performance. Another research stream in current management thoughts is related ...

This paper was written to familiarize people involved with either field – Knowledge Management (KM) or Capability Maturity Model Integrated (CMMI) with the other one in surfacing their similarities. The KM framework used for this comparison is the one established and used at Israel Aircraft Industries, while the CMMI source of information is none but the original document produced by the CMMI P...