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Kumar, Sunil
- Role of Market Orientation as a Capability for Improved Business Performance
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Authors
Affiliations
1 University of Jammu, Jammu & Kashmir, IN
1 University of Jammu, Jammu & Kashmir, IN
Source
International Journal of Knowledge Management and Practices, Vol 6, No 2 (2018), Pagination: 38-41Abstract
In this article, an attempt has been made to understand the focal marketing concept, i.e. market orientation, and how this construct can be used with other business processes to improve performance of a business organisation. Since resources and competencies possessed by enterprises define their success in the end. Our aim was to explore the links between market orientation and related constructs so that they could enhance the performance. The prime contribution of this study is to understand the role of knowledge management in the market orientation and innovation strategy link. A number of studies have provided support for direct link between market orientation and innovation. However, we argue that this link is mediated by the knowledge-management competency of an enterprise. First, a brief introduction about market orientation is given. Second, the present work on market orientation and related constructs has been reviewed. Last, suggestions for future research are highlighted.Keywords
Market Orientation, Knowledge Management, Innovation, Learning Orientation, Competitive Advantage, Capability, Resource-Based View, Business Performance.
References
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- Testifying The Mediating Role Of Innovation In Knowledge Management And Organisational Performance Relationship
Abstract Views :103 |
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Authors
Sunil Kumar
1,
Jyoti Sharma
2
Affiliations
1 Professor, Alliance University, Bengaluru, Karnataka, IN
2 Lecturer, Govt. Degree College, Udhampur, Jammu & Kashmir, IN
1 Professor, Alliance University, Bengaluru, Karnataka, IN
2 Lecturer, Govt. Degree College, Udhampur, Jammu & Kashmir, IN
Source
International Journal of Knowledge Management and Practices, Vol 8, No 2 (2020), Pagination: 21-27Abstract
The purpose of this paper is to assess the synergistic impact of knowledge management (KM) on organisational performance (OP). Further, this paper testified the mediating role of innovation in the relationship between knowledge management and organisational performance. Primary data has been collected through self-modified and well-structured questionnaires, which were distributed among employees working in the general insurance sector of the Jammu District of J&K, by using the census method. Secondary sources investigated were books, newspapers, and relevant journals. Extensive review of literature has been conducted to frame the dimensions of the construct, namely knowledge management, innovation, and organisational performance. Questionnaires have been duly purified and validated before data analysis. Structural equation modelling technique has been used to assess the impact of knowledge management on organisational performance. The results revealed a significant and positive impact of KM on OP. Furthermore, the Baron and Kenny approach has been used to testify the mediating role of innovation, and the results found a partial mediation, which signifies the existence of a direct relationship between KM and OP, as well as an indirect relationship through innovation. The respondents might have given the information regarding knowledge management, innovation, and organisational performance on the basis of their own perception. In order to implement an effective knowledge management system, management should create a culture conducive to learning and knowledge.Keywords
Knowledge Management, Innovation, Organisational Performance, General Insurance, MoroccanReferences
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- Co-Creation Of Knowledge Between Business Schools, Business Firms, And Learners
Abstract Views :149 |
PDF Views:0
Authors
Affiliations
1 Professor and Head, Department of Economics, Alliance University, Karnataka, IN
2 Professor, Marketing, Alliance University, Karnataka, IN
1 Professor and Head, Department of Economics, Alliance University, Karnataka, IN
2 Professor, Marketing, Alliance University, Karnataka, IN
Source
International Journal of Knowledge Management and Practices, Vol 9, No 1&2 (2021), Pagination: 26-31Abstract
Business education is witnessing a well-guarded scrutiny from all the stakeholders. The B-schools are regularly criticised for their irrelevance to the real world business practices. There is no tapering the gap found between academia and business. There is not much fundamental change in bridging this gap. Umpteen models are developed to enhance the effectiveness of business education; very few B-schools really have reached the milestone. Markets are changing faster than marketing. Business strategies taught in the classroom no longer comply with the boardrooms in the realistic corporate world. In this dynamic world of business knowledge, and to apply its wisdom in real time world, there is a requirement for proactive co-creation of knowledge between the business schools, business firms, as well as the student participants as learners. Learn, unlearn, and relearn is the order of the day, and how engaging is the business programme, translating the knowledge into skill-oriented or application-oriented activities, in sync with the real time business world, is the need of the hour. The paper is conceptual, exploring a rich literature review of scholarly research papers. The research is secondary research that scrutinises and analyses different literature, and based on the information acquired from the literature this paper makes a humble attempt to examine knowledge co-creation, in the form of indispensable knowledge, that is interfaced between the B-schools, business firms, and the learners. The paper deals with the inter-dependencies of the 3 components eliciting knowledge transformationKeywords
B-School Education, Co-Creation of Knowledge and Value, Collaboration of B-Schools and Business FirmsReferences
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