manual alarme paradox 728 ultra em portugues

The decision after planning, designing and implementing each of these performance models for organization performance evaluation and measurement is the fact that shows to what extent the organization has achieved pre-designed strategies and goals. Several managerial system models like quality management systems (QMSs) are used for improving performance and promoting productivity in organizations. Nowadays, within a globalized market and increase need to remain competitive, organizations and their stakeholders need to excel along all dimensions in performance (Neely et al., 2002).

Keywords: Co-opetition, Intra-organizational, Value creation, Knowledge management, Organizational performance

The paper thus contributes to develop the field of strategic management and brings additional insights for KM practitioners, by considering the impact of co-opetition on knowledge dynamics. This is the first attempt to link internal co-opetition to firm’s managerial practices. Originality/value This study complements previous research limited to inter-organizational settings. A framework for co-opetition dynamics within the organization is also introduced and focuses on intra-firm relationships that result in value creation. Findings The knowledge-based perspective used to analyze the potential of co-opetition at the firm level brings a first representation of how knowledge value creation is achieved and sustained through KM oriented strategies. In particular, existing academic contributions are examined, in an attempt to identify relevant links between co-opetition and innovation. Design/methodology/approach The paper examines and compares co-opetitive dynamics in different contexts, by adopting a multi-level approach to help understand and analyze the complex phenomenon of intra-organizational co-opetition. In light of this, knowledge processes contributing to enhance organizational performance and capabilities are presented in the paper. This study therefore aims to explore the nature of co-opetitive dynamics within the firm.

It is noteworthy that while technological innovation and economic performances appear as beneficial outcomes of inter-organizational co-opetition, academic research has not systematically examined organizational performance outcomes in intra-firm co-opetition settings. Purpose This paper analyzes important theoretical work conducted in the research streams of co-opetition and innovation as catalysts of organizational performance.

Manual alarme paradox 728 ultra em portugues