The knowledge is part of all spheres, levels, department in the company, that also has partnership with universities, institutions as well laboratories, apart from IBM’s laboratories. The Organization invest in a massive structure of learning, from Business, organizational, as examples for rules, practice and guidelines, until science for developing new technologies. In this way, as the information are available for all employees, this can contribute to reduce power and influence, as internally, between leader and followers, as such, as stimulate the individual development. Thirdly, the case can evidence concepts from the Dynamic capabilities, considering the changes experienced by the company, when Louis Gerstner was CEO. The dynamic …show more content…
“returning IBM to greatness required getting back in touch with our DNA. So, one of the first things I did as CEO was to initiate an effort to re-examine our core values.”6 Presently, the current investment of the company is in artificial intelligence. In 2011, IBM presented Watson, a supercomputer, based on cognitive science, on an American television quiz show “Jeopardy”. The robot, competed with two of the best winners, the challenge of the competition was to guess the question for the answer informed by the presenter. Watson won the game. This was a more popular form encountered by IBM to promote the novel system they are waggling to be a milestone in the IT industry. Pisani (2014), consider this novel computing will likewise modify the way Business is normally conducted. The cognitive computers are not able to think by itself, however, it is capable to learn. This system has ability to absorb information, interact, also it is apt to propose solutions. The company will deliver the novelty with other system, cloud computing, area where IBM was legged in the market competition. Watson it is a system which is compounded by different capabilities as analytics, NPL as well “machine learning techniques”. Each the system receives and process information by interacting with users, becomes smarter and absorb more knowledge. (Hurwitz, Kaufman and Bowles, 2015; p.
The study of dynamic capabilities has assumed a central role in the debate on the strategic management within the organizations (Zollo and Winter, 2002; Eisenhardt and Martin, 2000). The question about “what are dynamic capabilities” seems to be well defined in the literature as a set of specific and identifiable processes, such as product development, strategic decisions and alliances (Eisenhardt
A firm possesses two different kinds of capabilities, the so called ordinary capabilities and the dynamic capabilities. They are quite distinct in theory and in practice:
The concept of artificial intelligence was first labeled by a man named Alan Turing in 1950, he believed that the future would hold the possibility for man to communicate with computers and sustain a conversation (Atkinson, Solar 1). Although, we have reached the point where it is possible to hold a simple preprogrammed conversation with a computer and give them the ability to learn, there is still a long way to go in making computers fully artificially intelligent. Atkinson and Solar continue to describe some real world applications of artificial intelligence such as, “Data mining technologies, fraud detection, and industrial-strength optimization” (8). In these examples, forms of artificial intelligence like cognitive reasoning abilities are already being used making the demand for them higher.
IBM needs to grow revenue and stay competitive in the dynamically changing computer marketplace of the 1990’s by maintaining technological leadership and accepting the organizational transformation which needs to be undertaken for them to excel. IBM needs to recapture their previously held powerful position in the personal computer and microprocessor markets and regain value in the company which will increase its stock value and competitive advantage in the marketplace.
An organization’s capability to learn and convey that learning into action quickly, is the supreme competitive advantage. The learning organization is the structure that eases the realization of such competitive advantage, it empowers employees, it deepens and enhances the customer experience and cooperation with main business partners and eventually improves business performance. Organizational learning is considered as the suitable process to develop knowledge resources and capabilities/core competencies (human capital, social capital and organizational capital) that engender ongoing values; which in turn yield persistence superior performance; which lead to sustainable competitive advantage within the context of the strategic management.
Peter Michael Senge is the founding chairman of the Society for Organizational Learning (SoL). This organization delivers the services of advises about the communication of ideas between large organizations (as cited in Vliet, V.V., 2013, p.4). He is the author of the bestselling book The Fifth Discipline: ‘The Art and Practice of the Learning Organization’. (1990). Peter Senge theory of learning organizations promote an environment where people are engaged in their work and committed to the vision of the organization. In addition, at the MIT Sloan School of Management, he is a scientist and director in Center for Organizational Learning. Besides, he served as senior lecturer at the System Dynamics Group at MIT Sloan School of Management and co-faculty at the New England Complex Systems Institute. (http://howold.co/peter-senge)
Technology is constantly changing and advancing, which is the biggest reason that smart machines are growing in the technology industry. There are now things such as Artificial Intelligence, self-driving cars, and many other machines that work together in order to help human’s problem solve and make decisions easier. Businesses are becoming smaller and losing employees because we now have advanced smart machines that can run a business for them. Before we know it, smart machines will be able to run almost anything and
Prior to their cultural change that took place in the early 1990’s, many would have said that IBM was on a fatal downhill slide. At this point they were beginning to become obsolete. IBM at one point was among the leaders within the world for hardware/software development and information technology services, but all divisions within the organization were run independently from one another. They were not a unified enterprise. To solidify this even further, “rather than working together as a team, divisions competed against each other both internally and in the field” (DiCarlo, L., 2002).
Knowledge management is not only highlighted on the particular area of subject but rather addresses all conditions of life involving business, information management, economic and psychology. Becerra-Fernandez et al. (2004) represent knowledge management as accomplishing what is needed to maximise out of knowledgeable resources. Based on Awad and Ghaziri (2001) as taken from Malhotra (1999) declared that knowledge management contributes to the serious concerns of organizational adaption, survival and competence in the form of discontinuous environment. Essentially, it represents organizational measures that pursue collegial combination of input, information conversion movement of information technology, the creative and innovative capacity of human
In this paper, authors are exploring the concept of Dynamic Capabilities and thereby enhancing the value of Resource -based View (RBV) literature. Scholars have criticized RBV for its inability to explain the mechanism by which resources contribute to competitive advantage. Some scholars consider RBV as a vague and tautological concept. The authors attempt to address some of these concerns. The authors focus on the nature of dynamic capabilities, the impact of market dynamism on dynamic capabilities and the evolution of dynamic capabilities.
Drawing on perspectives of the theories of dynamic capabilities, information about this research will be explored through the discourse of dynamic capabilities of firms that have significant products or services in the markets. Elements of dynamic capabilities theories drawn from academic literatures will be used as the basis of the criteria for the research of how firms respond to technology diffusion (Dosi 2000). The components of a firm’s dynamic capabilities include the firm’s ability to integrate and be competitive, to create, extend or modify its resources, and to reconfigure its internal and external competences (Teece et al 1997; Freeman and Louca 2001). Moreover, senior managers’ leadership plans and
Different types of organizational performance adaptive generative and organizational innovation incremental radical are also closely and positively linked. Kumar & K. O, (1998). The deeper innovation reaches, the greater the degree of performance required. Hofstede (1997). Thus, the process of organizational knowledge creation by which new knowledge is drawn from existing knowledge organizational performance is the cornerstone of organizational innovative activities. Kumar & K. O, (1998). Organizational innovation is dependent on the organization 's knowledge base, which in turn is promoted by organizational learning.
Helfat’s (1997) article is written to examine the theory of dynamic capability. Helfat cites Teece and Pisano’s (1994: 541) definition as “the subset of the competences/capabilities which allow the firm to create new products and processes and respond to changing market circumstances” (Helfat, 1997 : 339). Helfat examines how complimentary assets in a firm can influence their dynamic capabilities. Specifically, how a firm is able to use current assets, such as economies of scope, to respond to a dynamic market.
The top three points in the case are to show the attributes of Artificial Behavior, the process of development using virtual technologies, and the benefits of virtual technology. Artificial intelligence is developed as a way to make people's lives better, lessen workloads of humans, and improve work experience as well (Xiuquan & Hongling, 2017). This case study, Artificial intelligence (AI) technologies are being used in a variety of ways to improve the decision support provided to managers and business professionals in many companies (O'Brien, 2011). Kimberly- Clark Corp has created a studio to study products and envision their display when produced. Some attributes that this case study is trying to point out is how Artificial
It has constantly outperformed its competitors and has generated higher returns. IBM should continue to be a leader in differentiation by offering product and services through its constant strive of innovation. It should follow unique practices to maintain a strong culture and positively impact customer experiences. It should be open to change and blend itself to the environment adding its own stroke of colour (introducing new technologies according to the changing