New Zealand and its competitors in the knowledge economy
Telematics and Informatics
From knowledge theory to management practice: towards an integrated approach
Information Processing and Management: an International Journal
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
An industry-level knowledge management model-a study of information-related industry in Taiwan
Information and Management
Knowledge management system performance measure index
Expert Systems with Applications: An International Journal
General Perspectives on Knowledge Management: Fostering a Research Agenda
Journal of Management Information Systems
Identifying knowledge agents in a KM strategy: the use of the structural influence index
Information and Management
International Journal of Information Management: The Journal for Information Professionals
Establishing a knowledge management programme for competitive advantage in an enterprise
International Journal of Information Management: The Journal for Information Professionals
International Journal of Information Management: The Journal for Information Professionals
International Journal of Information Management: The Journal for Information Professionals
The role of the entrepreneur in identifying international expansion as a strategic opportunity
International Journal of Information Management: The Journal for Information Professionals
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In the new economy, firms are willing to pay abundant premiums for the significant entrepreneurial capacities of management and staff in order to develop, build, protect, transfer and integrate knowledge. Although companies and scholars have indeed recognized the value of knowledge management, they have not generally included customer, supplier, and competitor knowledge, preferring to emphasize the process of knowledge acquisition and sharing that takes place within organizations. Thus, this study proposes a conceptual framework, and uses interpretative case studies, to explore how an enterprise obtains the three types of external knowledge. Moreover, through the following five primary activities - acquisition, selection, generation, internalization, and externalization - this study will illustrate how enterprises apply the internal knowledge chain to transform their customer, supplier, and competitor knowledge to enhance enterprise competitiveness.