Date of Conferral
Dominant firms enjoy economic strengths which enable them to compete effectively in relevant markets through the use of collaborative knowledge management (CKM). While the literature is replete with general guiding principles for companies to adopt successful business strategies, there is very limited empirical research on effectively using CKM to improve company performance and market domination. The purpose of this study was to evaluate strategies for information sharing by companies to achieve better operations management and control, a wider range of customers, and stronger competitive edge in the global economy. Epistemological foundation for the study was provided by the literature on knowledge management and organizational dynamics. Data were collected by an electronically self-administered questionnaire on a convenience sample of 80 employees of three small businesses in Memphis, Tennessee. A quantitative method using Poisson regression was applied to test the hypotheses about relationships between six independent variables of value proposition, culture building, responsibilities, information technology, approaches and assessment and the dependent variable, collaborative knowledge management. Results indicate that value proposition, information technology, and building an organizational culture of responsibilities and best practices play significant roles in effective CKM. Social change implications of the study suggest that high-intensity collaborative knowledge management would produce creative leaders and workers, improved leader-worker collaboration, and more effective use of information technologies in organizational intelligence and decision making.