Xyz Resort Knowledge Management

Introduction

Strategic management involves practices that formulate and implement a company’s goals and objectives. These practices are directed by management and include the organization of knowledge, intellectual capital, social capital, communities of practice and soft systems. All these elements, when understood and managed effectively, help an organization to remain competitive Thomas 2017.

The evolution of knowledge management can be credited to several theorists who have researched the importance of information and how organizations should make use of it.  Peter Drucker and Paul Strassman are two theorists who have highlighted the significance of understanding explicit knowledge and the value that it brings to organizational resources. Peter Senge, in his work paid attention to organizational learning and regards it as a cultural aspect of knowledge management (Ramirez 2011).

Frost 2010 states that the theory of organizational learning has been influenced by Chis Argrys and Donald Schon. They believe that organizational learning results from organizational inquiry. When the actual outcome is different for the anticipated outcome, a company should enquire to understand the reason for the inconsistency and act to remedy variances. During this process, stakeholders, through interaction will learn

The writer will seek to explore how XYZ Resort, small boutique hotel in Montego Bay Jamaica uses knowledge management and organizational learning as a part of their strategic management. Firstly, key elements such as knowledge, knowledge management and intellectual capital will be defined. The writer will then look at how different themes that formulate knowledge management are seen in the operation of XYZ resort.

Knowledge Management

The Miriam Webster dictionary defines knowledge as the contact with or comprehension of a science, art, or technique. Knowledge management is the methodical coordination of a company’s knowledge assets for carrying out its goals and objectives. It involves systems and strategies that aids the creation, storage and sharing of knowledge. There is a strong relation to organizational goals and the strategic plan. Management of knowledge must be useful whereby it creates value for the company. According to Johnson and Whittingham 2011 knowledge is information that may be explicit, implicit, and tacit.

Explicit knowledge is where the information is provided in a tangible form. This is usually found in written materials such as books. Implicit information that does not have origins in a tangible form, however, it may be transferred to such form. An example of this is where an interview is conducted and then the notes that are taken are documented.  Tacit knowledge includes perceptions, experiences and feelings that may be difficult to record. Ransom 2018

According to (Drucker 1999), proper knowledge management ensures that the right knowledge is shared with the right people. It KM is about making the right knowledge available to the right people. Peter Dricker defines it as "the coordination and exploitation of organizational knowledge resources, to create benefit and competitive advantage". Wellman (2009) states that the scope of knowledge management is limited to employing techniques to manage what is already known. Knowledge acquisition is a separate principle and should be considered an element of innovation management.

Davenport & Prusak (2000) states that knowledge management is handling the organization’s knowledge through systematic process which involves obtaining, forming, supporting, applying disseminating and reintroducing both tacit and explicit knowledge. Nevis 1995 suggests that there are three fundamental activities that are at the centre of a company’s knowledge management strategy. They are acquisition, sharing and utilization. These three elements are evident in the operations of XYZ Resort.

Knowledge acquisition denotes obtaining knowledge from external sources. This knowledge is important and to the knowledge that a firm can try to obtain from external sources.  These sources include customers, suppliers, competitors, and partners (Gamble & Blackwell 2001).

XYZ Resort mainly uses knowledge from customers which according to Gerbert et al (2002) is one of the three types of customer knowledge. Customers provide valuable feedback which is communicated to employees during the reservation process, check -in process, during their stay or during and after checking out. Because on the nature of the hospitality industry, exceptional customer service is essential to the success of this resort. XYZ Resort acquires knowledge from guests before and after their stay. Types of information provide include bedding preferences, accessibility to attractions, room amenities, property facilities and nearby dining option, and the availability of transportation. Customers also provide feedback during and after their stay. Most times, these are complaints which speak to inconveniences that they experience such as dysfunctional air conditioning, poor wi-fi, lack of hot water. Management uses this information to analyze customer requests and to evaluate its customer service.  

Gerbert et al (2002) identifies the other two types of customer knowledge- knowledge about customers and knowledge for customers. XYZ Resorts demonstrates these two concepts. Knowledge for customers is evident in the company’s promotional and informational material. These includes brochures, magazines, flyers, welcome cards, and bulletins. Knowledge about customers is garnered through market analysis. The Jamaica Tourist Board, through its initiatives provides insight about the different market segments and visitor demographics. This knowledge helps the hotel to adequately prepare for the types of guests that it receives. Knowledge is also acquired from XYZ Resort’s suppliers and partners.

Organizational Learning

Learning is the process in which knowledge is created and utilized for improvement. Organizational learning uses this same process for the betterment of the organization Tilchin O and Essawi M (2013).

Brown and Duguid (1991) states that organization is "the bridge between working and innovating." This suggests that learning should involve an action plan, whereby management uses the knowledge garnered in a practical way, to improve the operation of the entity.

At XYZ Resort, unfortunately, the writer could not identify where organizational learning is evident. This once again li learning to action, but it also implies useful improvement.