B&Q Case Study

Contents Executive Summary 3 1. TASK ONE 4 1.1 Introduction 4 1.2 Possession and practice 4 3.3 B&Q case 5 3. TASK TWO 8 3.1 Introduction 8 3.2 Time distance 9 3.3 Technological distance 10 3.4 Social distance 10 3.5 Cultural distance 11 4. Bibliography 13

Executive Summary
In a modernized and globalized world, knowledge creation and synergization of knowledge in an organization is truly crucial. As data and information are readily available, and information communication technology (ICT) has highly advanced, organizations such as B&Q need to understand how knowledge creation can assist to improve internal and external processes and also encourage innovation.

In task one, the aim is to differentiate between possession of knowledge and practice of knowledge and examine which epistemology B&Q uses throughout their supply chain. B&Q uses possession knowledge whereby it provides all their vendors with a code of conduct guidelines which they need to follow through. However, in the face of risk and uncertainty in an economic crisis, B&Q should adopt practice of knowledge and enabling people to do differently and better.

In task two, the statement by Stoneman (2010) means that trust and power are the main factors that drive product, process and organizational innovation. For B&Q, due to their power as the distributor, they are able to develop and lay down the process and procedures that all their vendors need to adhere to. However, in an economic crisis, its regimental practice may not work as uncertainty disrupts the flow of the procedures.

1. TASK ONE
1.1 Introduction
The studies on knowledge and its characteristics have long been explored and discussed in the business and supply chain world. With the emergent of technology and innovation, the possession and practice of knowledge has become more essential in this “knowledge society” (Nonaka, 1994; Bell, 1973; Drucker, 1968; Toffler, 1990).

But

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