Knowledge Management and Management by Objectives:
multidimensional model for competitive advantage
DOI:
https://doi.org/10.51896/oidles.v18i36.266Keywords:
Knowledge Management, Management by Objectives, Social Capital, Organizational IntelligenceAbstract
In this study, we propose to develop an integrated theoretical framework that links Knowledge Management (KM) and Management by Objectives (MBO) as complementary levers to catalyze organizational performance and competitive sustainability. We go beyond the fundamental principles of MBO, expanding the relevance of setting SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals to include a new dimension: 'Cognitive Adaptability'. Additionally, we apply contemporary theories on social capital, organizational intelligence, and organizational ambidexterity to examine how KM can be instrumentalized to enhance the efficacy of MBO. Through a robust conceptual model, it's demonstrated how the strategic convergence of the two approaches can unlock sustainable organizational value, optimize decision-making, and drive innovation.
Downloads
References
Adler, P. S., Kwon, S., & Heckscher, C. (1999). Professional work: The emergence of collaborative community. Organization Science, 19(2), 359-376.
Alavi, M., & Leidner, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.
Argyris, C., & Schön, D. A. (1978). Organizational learning: A theory of action perspective. Addison-Wesley.
Argyris, C., & Schön, D. A. (1996). Organizational learning II: Theory, method, and practice. Addison-Wesley.
Bandura, A. (1997). Self-efficacy: The exercise of control. W.H. Freeman and Company.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
Becker, G. S. (1964). Human capital: A theoretical and empirical analysis, with special reference to education. The University of Chicago Press.
Bourdieu, P. (1986). The forms of capital. In J. G. Richardson (Ed.), Handbook of theory and research for the sociology of education (pp. 241-258). Greenwood.
Bourdieu, P. (2003). Escritos de educação (5ª ed.). Petrópolis, RJ: Vozes.
Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1-34.
Burt, R. S. (1992). Structural holes: The social structure of competition. Harvard University Press.
Carroll, A. B., & Shabana, K. M. (2010). The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, 12(1), 85-105.
Choo, C. W. (1996). The knowing organization: How organizations use information to construct meaning, create knowledge, and make decisions. Oxford University Press.
Coleman, J. S. (1988). Social capital in the creation of human capital. American Journal of Sociology, 94, S95-S120.
Cook, S. D. N., & Brown, J. S. (1999). Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing. Organization Science, 10(4), 381-400.
Cunningham, J. B., & Eberle, T. (1990). A guide to job enrichment and redesign. Personnel, 67(2), 56-61.
Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9(2), 284-295.
Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business School Press.
Drucker, P. F. (1954). The practice of management. Harper & Row.
Drucker, P. F. (1993). Post-capitalist society. HarperBusiness.
Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. In R. H. Kilmann, L. R. Pondy, & D. Slevin (Eds.), The management of organization design: Strategies and implementation (pp. 167-188). Elsevier North-Holland, Inc.
Dweck, C. S. (1986). Motivational processes affecting learning. American Psychologist, 41(10), 1040-1048.
Edvinsson, L., & Malone, M. S. (1997). Intellectual capital: Realizing your company's true value by finding its hidden brainpower. HarperBusiness.
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10-11), 1105-1121.
Gavetti, G., & Levinthal, D. (2000). Looking forward and looking backward: Cognitive and experiential search. Administrative Science Quarterly, 45(1), 113-137.
Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209-226.
Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(S2), 109-122.
He, Z. L., & Wong, P. K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494.
Heifetz, R. A. (1994). Leadership without easy answers. Harvard University Press.
Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review, 46(1), 53-62.
Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2(1), 88-115.
Kaplan, R. S., & Norton, D. P. (1992a). The balanced scorecard measures that drive performance. Harvard Business Review, 70(1), 71-79.
Kaplan, R. S., & Norton, D. P. (1992b). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71-79. [Note: This entry is a duplicate and should be cited only once unless specifically required for a unique purpose.]
Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business School Press.
Kerr, S., & Landauer, S. (2004). Using stretch goals to promote organizational effectiveness and personal growth: General Electric and Goldman Sachs. Academy of Management Executive, 18(4), 134-138.
Kotter, J. P. (1996). Leading change. Harvard Business School Press.
Lipshitz, R., & Strauss, O. (1997). Coping with uncertainty: A naturalistic decision-making analysis. Organizational Behavior and Human Decision Processes, 69(2), 149-163.
Locke, E. A. (1968). Toward a theory of task motivation and incentives. Organizational Behavior and Human Performance, 3(2), 157-189.
Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance. Prentice-Hall, Inc.
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
Locke, E. A., & Latham, G. P. (2006). New directions in goal-setting theory. Current Directions in Psychological Science, 15(5), 265-268.
London, M., & Smither, J. W. (1995). Can multi-source feedback change perceptions of goal accomplishment, self-evaluations, and performance-related outcomes? Theory-based applications and directions for research. Personnel Psychology, 48(4), 803-839.
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87.
Martin, R. L. (2007). The opposable mind: How successful leaders win through integrative thinking. Harvard Business Press.
Maslow, A. H. (1954). Motivation and personality. Harper & Row.
Mavrinac, S., & Siesfeld, T. (1998). Measures that matter: An exploratory investigation of investors’ information needs and value priorities. Ernst & Young Center for Business Innovation.
Miner, J. B. (1984). The validity and usefulness of theories in an emerging organizational science. Academy of Management Review, 9(2), 296-306.
Mintzberg, H. (1990). The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3), 171-195.
Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review, 72(1), 107-114.
Nadler, D. A., & Tushman, M. L. (1980). A model for diagnosing organizational behavior. Organizational Dynamics, 9(2), 35-51.
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242-266.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
Nonaka, I., Toyama, R., & Konno, N. (2000). SECI, Ba and leadership: A unified model of dynamic knowledge creation. Long Range Planning, 33(1), 5-34.
O'Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 82(4), 74-81.
Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
Putnam, R. D. (2000). Bowling alone: The collapse and revival of American community. Simon & Schuster.
Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375-409.
Rumelt, R. P. (1974). Strategy, structure, and economic performance. Harvard University Press.
Scarborough, H. (2008). The politics of knowledge in project-based work. Human Relations, 61(12), 1655-1676.
Schein, E. H. (1985). Organizational culture and leadership. Jossey-Bass.
Senge, P. M. (1990a). The fifth discipline: The art and practice of the learning organization. Currency Doubleday.
Senge, P. M. (1990b). The leader's new work: Building learning organizations. Sloan Management Review, 32(1), 7-23.
Senge, P. M., Roberts, C., Ross, R. B., Smith, B. J., & Kleiner, A. (1999). The dance of change: The challenges to sustaining momentum in learning organizations. Currency Doubleday.
Simon, H. A. (1976). Administrative behavior: A study of decision-making processes in administrative organizations. Free Press.
Simon, H. A. (1991). Bounded rationality and organizational learning. Organization Science, 2(1), 125-134.
Spender, J. C. (1996). Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17(S2), 45-62.
Stanovich, K. E. (2009). What intelligence tests miss: The psychology of rational thought. Yale University Press.
Stewart, T. A. (2001). The wealth of knowledge: Intellectual capital and the twenty-first century organization. Currency.
Teece, D. J. (1998). Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets. California Management Review, 40(3), 55-79.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: The role of intrafirm networks. Academy of Management Journal, 41(4), 464-476.
Von Krogh, G. (1998). Care in knowledge creation. California Management Review, 40(3), 133-156.
Wegner, D. M. (1987). Transactive memory: A contemporary analysis of the group mind. In B. Mullen & G. R. Goethals (Eds.), Theories of group behavior (pp. 185-208). Springer-Verlag.
Weick, K. E., & Sutcliffe, K. M. (2001). Managing the unexpected: Assuring high performance in an age of complexity. Jossey-Bass.
Wenger, E. (1998). Communities of practice: Learning, meaning, and identity. Cambridge University Press.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-180.
Wiig, K. M. (1997). Knowledge management: Where did it come from and where will it go? Expert Systems with Applications, 13(1), 1-14.
Published
Issue
Section
License
Copyright (c) 2024 Miralda Souza Martins, Michel Zahn Araujo, Ronny Luis Sousa Oliveira, Maria de Nazaré Souza Nascimento, Igor de Jesus Lobato Pompeu Gammarano
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
Usted es libre de:
Compartir — copiar y redistribuir el material en cualquier medio o formato
Adaptar — remezclar, transformar y construir a partir del material
Bajo los siguientes términos:
Atribución — Usted debe dar crédito de manera adecuada, brindar un enlace a la licencia, e indicar si se han realizado cambios. Puede hacerlo en cualquier forma razonable, pero no de forma tal que sugiera que usted o su uso tienen el apoyo de la licenciante.
NoComercial — Usted no puede hacer uso del material con propósitos comerciales.