How to make knowledge resources valuable. An insight of knowledge integration process analysis

Pages42-54
DOIhttps://doi.org/10.1108/VJIKMS-01-2016-0002
Date13 February 2017
Publication Date13 February 2017
AuthorSyed Amjad Hussain
SubjectInformation & knowledge management,Knowledge management,Knowledge management systems
How to make knowledge
resources valuable
An insight of knowledge integration
process analysis
Syed Amjad Hussain
University of Central Punjab, Lahore, Pakistan
Abstract
Purpose This paper aims to offer an integration point for newly acquired heterogeneous knowledge
resources to be assessed if these resources qualify to be a part of a rm’s existing knowledge resource portfolio.
Focus of this paper will be on the development of knowledge integration point (KIP), in addition to the factors
helping in determination of this KIP, for example, manager’s judgment about the rms’ knowledge
requirements, knowledge reserve a potential employee should have and rm’s existing knowledge resource
portfolio.
Design/methodology/approach This study includes a content analysis.
Findings Firms should have only those resources which contribute to value creation for the customers and
the organization. Presence of any other knowledge resource which does not have the ability to create value is
a waste of value. It is the knowledge managers’ responsibility to decide whether a knowledge resource should
be a part of a rm’s existing knowledge portfolio. This decision should be taken before the acquisition of that
knowledge resource, i.e. at KIP, then it would be more easy for knowledge managers to handle and integrate
them with the existing set of rm’s knowledge resources.
Practical implications If the potential knowledge resource is evaluated at KIP to know its level of
integration and conguration ability with the existing rms’ knowledge resource portfolio, then it will take
less time and efforts to integrate. It will take such rms far ahead than those whose acquired resources took
much time to integrate. Hence, resource’s integration and conguration ability levels affect the speed of
integration, which ultimately provides opportunity to rms to perform well.
Originality/value KIP may help to make speedier integration process, which eventually leads rms to
perform better.
Keywords Competitive advantage, Organizational performance, Knowledge integration,
Knowledge workers, Knowledge requirements analysis, Knowledge users
Paper type Conceptual paper
Introduction
The purpose of the rm’s existence is to generate the ability to form such conditions under
which diverse individuals can integrate their specic knowledge for producing goods and
services (Grant, 1996). Existing research has provided signicant understanding about the
integration, coordination and combination of these workers’ heterogeneous inputs, which
turn into a shared result as an ongoing process (Thompson, 1967;Van De Ven et al., 1976).
This shared result can be enhanced if these heterogeneous inputs are intensively integrated
with each other. The purpose of this paper is to highlight the ways for making this
integration process more effective and speedy. The development of a systematic approach
for better integration among different knowledge resources to perform effectively is the key
in a knowledge-based environment, but the heterogeneous nature of the knowledge
resources makes this integration process more complex and time-consuming and works as a
hurdle in the way of establishing the required homogeneity. The possessed knowledge
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2059-5891.htm
VJIKMS
47,1
42
Received 11 January 2016
Revised 1 October 2016
Accepted 17 October 2016
VINEJournal of Information and
KnowledgeManagement Systems
Vol.47 No. 1, 2017
pp.42-54
©Emerald Publishing Limited
2059-5891
DOI 10.1108/VJIKMS-01-2016-0002

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