The Implementation Of Knowledge Strategies For Competitive Advantage In Selected Malaysian Government- Linked Companies

The case study had included thirty-three interviews among the four GLCs and adopted a post-positivist approach via the triangulation of multiple resources namely interview findings, document and literature review. The problem being investigated was on why knowledge strategy (KS) was significant to t...

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Main Author:	Helmi, Asleena
Format:	Thesis
Language:	English
Published:	2013
Subjects:	HD28-70 Management Industrial Management
Online Access:	http://eprints.usm.my/46387/1/Asleena%20Helmi24.pdf
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id	my-usm-ep.46387
record_format	uketd_dc
spelling	my-usm-ep.463872020-02-28T07:16:08Z The Implementation Of Knowledge Strategies For Competitive Advantage In Selected Malaysian Government- Linked Companies 2013-12 Helmi, Asleena HD28-70 Management. Industrial Management The case study had included thirty-three interviews among the four GLCs and adopted a post-positivist approach via the triangulation of multiple resources namely interview findings, document and literature review. The problem being investigated was on why knowledge strategy (KS) was significant to the government-linked companies (GLCs) in Malaysia. Proposition one of the study stated that the implementation of KS was significant to the GLCs in order to achieve competitive advantage. The main factors which contributed to the successful implementation of KS that were investigated in this study were the levels of dynamic capability (DC); interorganizational relations (IOR) and value propositions namely the ‘knowledge value added’ (KVA) approach. The third proposition focused on analyzing any inherent KS differences being implemented by the GLCs; the application of the KVA approach indicated that the ratio of knowledge (ROK) among the four GLCs differed based on different levels of key performance indexes. The cases were found to have differed in the levels of KS maturity which illustrated the inherent differences in the KS being implemented by the GLCs. Based on the KPMG maturity model (1999), that the GLCs had achieved either pre-innovative or advanced stages allowing companies to identify where they stand in their KM journey and what initiatives or further steps of improvement the company to be considered. The findings from the case study were able to support the culmination of these three propositions. 2013-12 Thesis http://eprints.usm.my/46387/ http://eprints.usm.my/46387/1/Asleena%20Helmi24.pdf application/pdf en public phd doctoral Universiti Sains Malaysia Pusat Pengajian Pengurusan
institution	Universiti Sains Malaysia
collection	USM Institutional Repository
language	English
topic	HD28-70 Management Industrial Management
spellingShingle	HD28-70 Management Industrial Management Helmi, Asleena The Implementation Of Knowledge Strategies For Competitive Advantage In Selected Malaysian Government- Linked Companies
description	The case study had included thirty-three interviews among the four GLCs and adopted a post-positivist approach via the triangulation of multiple resources namely interview findings, document and literature review. The problem being investigated was on why knowledge strategy (KS) was significant to the government-linked companies (GLCs) in Malaysia. Proposition one of the study stated that the implementation of KS was significant to the GLCs in order to achieve competitive advantage. The main factors which contributed to the successful implementation of KS that were investigated in this study were the levels of dynamic capability (DC); interorganizational relations (IOR) and value propositions namely the ‘knowledge value added’ (KVA) approach. The third proposition focused on analyzing any inherent KS differences being implemented by the GLCs; the application of the KVA approach indicated that the ratio of knowledge (ROK) among the four GLCs differed based on different levels of key performance indexes. The cases were found to have differed in the levels of KS maturity which illustrated the inherent differences in the KS being implemented by the GLCs. Based on the KPMG maturity model (1999), that the GLCs had achieved either pre-innovative or advanced stages allowing companies to identify where they stand in their KM journey and what initiatives or further steps of improvement the company to be considered. The findings from the case study were able to support the culmination of these three propositions.
format	Thesis
qualification_name	Doctor of Philosophy (PhD.)
qualification_level	Doctorate
author	Helmi, Asleena
author_facet	Helmi, Asleena
author_sort	Helmi, Asleena
title	The Implementation Of Knowledge Strategies For Competitive Advantage In Selected Malaysian Government- Linked Companies
title_short	The Implementation Of Knowledge Strategies For Competitive Advantage In Selected Malaysian Government- Linked Companies
title_full	The Implementation Of Knowledge Strategies For Competitive Advantage In Selected Malaysian Government- Linked Companies
title_fullStr	The Implementation Of Knowledge Strategies For Competitive Advantage In Selected Malaysian Government- Linked Companies
title_full_unstemmed	The Implementation Of Knowledge Strategies For Competitive Advantage In Selected Malaysian Government- Linked Companies
title_sort	implementation of knowledge strategies for competitive advantage in selected malaysian government- linked companies
granting_institution	Universiti Sains Malaysia
granting_department	Pusat Pengajian Pengurusan
publishDate	2013
url	http://eprints.usm.my/46387/1/Asleena%20Helmi24.pdf
_version_	1747821660500656128

The Implementation Of Knowledge Strategies For Competitive Advantage In Selected Malaysian Government- Linked Companies

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