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Knowledge and the form: Overview
... Research also points to aspects of absorptive capacity beyond the R&D context. Indeed, research shows that a firm's absorptive capacity is embedded in its organisational context and must be understood as being socially constructed (Simonin 1999;Szulanski 1996;Zander 1996, 1992;Spencer 2003;Spencer and Grant 1996). Others examine external mechanisms for sourcing knowledge (Lane, Salk, and Lyles 2001;Nooteboom 1999Nooteboom , 2000Inkpen and Dinur 1998;Simonin 1999). ...
Firms from several advanced developing countries have successfully upgraded to higher levels of capability and competitiveness on the international stage. This study explores how leading Taiwanese latecomer firms acquired strong capabilities in the display (thin film transistor-liquid crystal display, TFT-LCD) industry. We identify how these firms acquired the technology base to catch up rapidly and move from one set of advanced products and technologies to another, focusing on both the accumulation of technological capabilities and the underlying absorptive capacity of each firm. Empirically, we distinguish three phases of capability building, namely pre-entry, entry, and innovation and diversification. Theoretically, we suggest that the notion of ‘latecomer’ absorptive capacity, centred on engineering and design rather than R&D, might explain both the rapidity of recent technological catch up and the diversification across products and technologies as latecomer firms approach the technology frontier.
... Every organisation has to set its strategy and objectives which in turn specify the goals to cascaded down the organisational hierarchy for each division, department, organisational unit up to the level of the individual manager. At this latter level Critical Success Factors for the achievement of corporate objectives and goals play a very important role (Arshadi & Lawrence, 1987;Boorman, 1974;Boyd & Runkle, 1993;Brimmer, 1971;Cole, 1981;Curry & Rose, 1984;Elliott, 1972;Fraser & Rose, 1972;Gilbert, 1984;Haslem, 1969;Heggestad, 1977;Kaufman, 1965;Lloyd-Williams, Molyneux, & Thornton,1994;Mayne, 1976;Meinster & Elyasiani, 1988;Miller & Noulas, 1997;Mingo, 1975;Nonaka & Takeushi, 1994;Ricketts & Stover, 1978;Russel, 1989;Spencer & Grant, 1996;Uyemura, Kantor, & Pettit, 1996;Wall, 1985;Buytendijk, Hatch, &Micheli, 2010 andBishop, Hines, &Collins, 2007). These factors are finally represented as measurable performance measures in job descriptions. ...
This paper presents the application of a fuzzy cognitive map (FCM) based theoretical framework and its associated modeling and simulation tool to strategy maps (SMs). Existing limitations of SMs are presented in a literature survey. The need for scenario based SMs with inherited ability to change scenarios dynamically as well as the missing element of time are highlighted and discussed upon. FCMs are presented as an alternative to overcome these shortfalls with the introduction of fuzziness in their weights and the robust calculation mechanism. An FCM tool is presented that allows simulation of SMs as well as interconnection of nodes (performance measures) in different SMs which enables the creation of SM hierarchies. An augmented FCM calculation mechanism that allows this type of interlinking is also presented. The resulting methodology and tool are applied to two Banks and the results of these case studies are presented.
... Some argue that instead of merely solving problems, organizations create and define problems, develop and apply new knowledge to solve problems and then develop further new knowledge through the action of problem solving. In this view an enterprise creates continuously new knowledge through action and interaction, not acting simply as an information-processing machine (Nonaka and Takeushi, 1994;Spencer and Grant, 1996). ...
This paper addresses the problem of designing a knowledge management methodology tool to act as a decision support mechanism for geographically dispersed financial enterprises. The underlying research addresses the problem of information capture and representation in financial institutions in order to provide an implementation of the virtuous cycle of knowledge flow. The proposed methodology tool utilizes the fuzzy causal characteristics of Fuzzy Cognitive Maps (FCMs) to generate a hierarchical and dynamic network of interconnected financial performance concepts. By using FCMs, the proposed mechanism simulates the operational efficiency of distributed organizational models with imprecise relationships and quantifies the impact of the geographically dispersed activities to the overall business model. Generic adaptive maps that supplement the decision-making process present a roadmap for integrating hierarchical FCMs into the business model of typical financial sector enterprises. Copyright © 2004 John Wiley & Sons, Ltd.
... Some argue that instead of merely solving problems, organizations create and define problems, develop and apply new decision practices to solve problems and then develop further new knowledge through the action of problem solving. In this view an enterprise creates continuously new decision practices through action and interaction, not acting simply as an information-processing machine [47,55]. ...
This paper addresses the problem of designing an “intelligent” decision support methodology tool to act as a back end to financial
planning. The methodology tool proposes a novel approach to supplementing typical financial strategy formulation projects
by utilizing the fuzzy causal characteristics of Fuzzy Cognitive Maps (FCMs) to generate a hierarchical and dynamic network
of interconnected profit and loss (P&L) concepts. By using FCMs, the mechanism simulates the efficiency of complex hierarchical
financial models with imprecise relationships and external stimuli while quantifying the impact of strategic changes to the
overall P&L status. Generic maps that supplement the decision making process demonstrate a roadmap for integrating hierarchical
FCMs into the P&L model of typical financial sector enterprises. Preliminary experiments indicate that ex ante reasoning of the impact of strategic changes (actual or hypothetical) to the status of financial performance can be effective
and realistic, without employing detailed P&L numerical calculations.
KeywordsFuzzy cognitive maps-financial performance management-strategy planning-banking-profit and loss accounts
This paper presents the application of a Fuzzy Cognitive Map (FCM) based theoretical framework and its associated modeling and simulation tool to StrategyMaps (SMs). Existing limitations of SMs are presented in a literature survey. The need for scenario based SMs with inherited ability to change scenarios dynamically as well as the missing element of time are highlighted and discussed upon. FCMs are presented as an alternative to overcome these shortfalls with the introduction of fuzziness in their weights and the robust calculation mechanism. An FCM tool is presented that allows simulation of SMs as well as interconnection of nodes (performance measures) in different SMs which enable the creation of SM hierarchies. An augmented FCM calculation mechanism that allows this type of interlinking is also presented. The resulting methodology and tool are applied to two Banks and the results of these case studies are presented.
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