A knowledge management and sharing business model for dealing with disruption: The case of Aramex

Abstract

The current study investigates the global logistics player Aramex and how it deals with disruptive technologies. In particular, it focuses on the unique business model that the case organisation has adopted and that allows for disruption to be managed through collaborative knowledge management. The study is qualitative and uses video, document/text and interview material for the case organisation. Data was analysed in two coding stages to derive at the categories/themes that have the most explanatory power. Aramex, a global logistics providers originating from the Middle East, is utilised to illustrate their business concept that determines and permeates their organisational culture. Disruptive technological innovations, such as Big Data Analytics, new hardware, smart apps that can connect individuals to the corporation in different contexts, feature strongly, to manage their collective knowledge of innovation and value creation. Disruption is embedded in their business model and an important part of their business operations.