TOURISM'S KNOWLEDGE QUOTIENT: A BIBLIOMETRIC ANALYSIS OF KNOWLEDGE MANAGEMENT, ORGANIZATIONAL LEARNING, AND COMPETITIVENESS

Abstract

In the dynamic landscape of today's global economy, adaptability and innovation have become paramount for businesses to thrive. This paper delves into the pivotal role of knowledge management and organizational learning in enhancing an organization's competitiveness. Knowledge management involves the creation, sharing, utilization, and administration of knowledge and information within an organization. Effectively managed knowledge empowers organizations to capitalize on existing expertise, foster new knowledge and skills, and gain a competitive edge. On the other hand, organizational learning pertains to the process of acquiring, generating, and applying knowledge to enhance an organization's performance. A learning organization actively fosters knowledge sharing and continuous adaptation to changing circumstances. Business enterprise competitiveness signifies an organization's ability to outperform its rivals by achieving superior outcomes in areas like profitability, market share, customer satisfaction, and essential performance metrics. Similarly, in the context of the tourism and hospitality sector, tourism business enterprise competitiveness encompasses the capability to outshine competitors by delivering superior results in profitability, market presence, customer contentment, and other key performance indicators. A competitive tourism enterprise leverages its resources, capabilities, and knowledge to create distinctive value propositions for its customers, thereby maintaining a sustainable competitive advantage over time.