PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

A Proposal of a Multi-Faced Approach for Building a Knowledge Management-Based Strategy in Small and Medium Companies

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
At the present time, with continuous market changes, customer satisfaction and meeting the needs of employees are the most important factors for building managerial systems and implementing of the strategy in many companies. The goal of this paper is to develop a multi-faced knowledge management-based strategy combining analytical and qualitative methods and processes for small and medium enterprises (SMEs) that managers can use to achieve strategic performance goals in their organizations. Various methods with the currently used modern technologies and a developed organizational culture make up the knowledge management system as a method inspired by the leadership, focused primarily on customer satisfaction and meeting the needs of employees. A multi-faced approach for building knowledge management-based strategy in small and medium companies is developed. It is based on practical experience and a research literature background incorporating implemented technologies and tools in quality environment with the usage of knowledge management. This research depicts a proposal of knowledge management-based strategy as a response to the lack of studies that address the knowledge management in building strategy in SME. Furthermore, this approach enhances the existing literature, giving insight in the collection of current business models.
Twórcy
  • Department of Management, Warsaw University, 1/3 Szturmowa St., 02-678 Warsaw, Poland
  • Warsaw University of Technology, Faculty of Mechanical and Industrial Engineering, 86 Narbutta St., 02-524 Warsaw, Poland
  • Warsaw University of Technology, Faculty of Mechanical and Industrial Engineering, 86 Narbutta St., 02-524 Warsaw, Poland
Bibliografia
  • 1. Alwis R.S., Hartmann E. The Use of Tacit Knowledge within Innovative Companies: Knowledge Management in Innovative Enterprises. Journal of Knowledge Management 2008; 12(1):133-147, doi:10.1108/13673270810852449.
  • 2. Heisig P., Suraj O.A., Kianto, A., Kemboi, C., Perez Arrau G., Fathi Easa, N. Knowledge management and business performance: global experts’ views on future research needs. Journal of Knowledge Management 2016; 20,1169–1198, doi:10.1108/JKM-12-2015-0521.
  • 3. Nonaka I. Harvard Business Review. Harvard Business Review Press, 2007.
  • 4. Dawson R. Knowledge Capabilities as the Focus of Organizational Development and Strategy. Journal of Knowledge Management 2000; 4: 320–327, doi:10.1108/13673270010379876.
  • 5. Bennet D., Bennet, A. Engaging Tacit Knowledge in Support of Organizational Learning. VINE 2008, 38: 72–94, doi:10.1108/03055720810870905.
  • 6. Dayan R.; Heisig P., Matos F. Knowledge Management as a Factor for the Formulation and Implementation of Organization Strategy. Journal of Knowledge Management 2017; 21: 308–329, doi:10.1108/JKM-02-2016-0068.
  • 7. Naghizadeh R., Zareravasan A., Naghizadeh M. A new approach to knowledge management strategies: Relation strategy and substitution strategy. International Journal of Knowledge and Systems Science 2013; 4: 55–69, doi:10.4018/ijkss.2013070104.
  • 8. Vuorinen T., Hakala H., Kohtamäki M., Uusitalo K. Mapping the Landscape of Strategy Tools: A Review on Strategy Tools Published in Leading Journals within the Past 25 Years. Long Range Planning 2018; 51; 586–605, doi:10.1016/j.lrp.2017.06.005.
  • 9. Ferreira J., Mueller J., Papa A. Strategic Knowledge Management: Theory, Practice and Future Challenges. Journal of Knowledge Management 2018, 24, 121–126, doi:10.1108/JKM-07-2018-0461.
  • 10. Tennant C., Roberts P.A.B. Hoshin Kanri: A Technique for Strategic Quality Management. Quality Assurance 2000; 8: 77–90, doi:10.1080/105294100317173862.
  • 11. Dias R.M.F., Tenera A. Integrating Balanced Scorecard and Hoshin Kanri a Review of Approaches. Independent Journal of Management & Production 2020; 11: 2899–2924, doi:10.14807/ijmp.v11i7.1137.
  • 12. Kaplan R.S., Norton D.P. The Balanced Scorecard—Measures that Drive Performance. Harvard Business Review Press, 1992.
  • 13. Kaplan R.S., Norton D.P. The strategy-focused organization. Strategy & Leadership, 2011; 29(3), https://doi.org/10.1108/sl.2001.26129cab.002
  • 14. Serdar A.S., Tanyaş M. Integrating Hoshin Kanri and the Balanced Scorecard for Strategic Management: The Case of Higher Education. Total Quality Management & Business Excellence 2007; 18: 999–1014, doi:10.1080/14783360701592604.
  • 15. Giordani da Silveira, W.; Pinheiro de Lima, E.; Deschamps, F.; Gouvea da Costa, S.E. Identification of Guidelines for Hoshin Kanri Initiatives. International Journal of Productivity and Performance Management 2018: 67: 85–110, doi:10.1108/IJPPM-03-2016-0071.
  • 16. Castro V.F. de; Frazzon E.M. Benchmarking of Best Practices: An Overview of the Academic Literature. Benchmarking: An International Journal 2017; 24: 750–774, doi:10.1108/BIJ-03-2016-0031.
  • 17. Francis G., Holloway J. What Have We Learned? Themes from the Literature on Best-Practice Benchmarking. International Journal of Management Reviews 2007; 9: 171–189, doi:10.1111/j.1468-2370.2007.00204.x.
  • 18. Williams T.A., Gruber D.A., Sutcliffe K.M., Shepherd D.A., Zhao E.Y. Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams. The Academy of Management Annals 2017; 11(2): 733–769, doi:10.5465/annals.2015.0134.
  • 19. Torres R., Sidorova A. The Effect of Business Process Configurations on User Motivation. Business Process Management Journal 2015; 21: 541–563, doi:10.1108/BPMJ-09-2013-0131.
  • 20. Hung S.-Y., Tsai J.C.-A., Lee W.-T., Chau P.Y.K. Knowledge Management Implementation, Business Process, and Market Relationship Outcomes: An Empirical Study. Information Technology & People 2015; 28: 500–528, doi:10.1108/ITP-12-2013-0209.
  • 21. Sarnikar S., Deokar A.V. A. Design Approach for Process-Based Knowledge Management Systems. Journal of Knowledge Management 2017; 21: 693–717, doi:10.1108/JKM-09-2016-0376.
  • 22. Fink M., Kessler A. Cooperation, Trust and Performance – Empirical Results from Three Countries. British Journal of Management 2010; 21: 469–483, doi:10.1111/j.1467-8551.2009.00647.x.
  • 23. Asel J.A., Posch A., Speckbacher G. Squeezing or Cuddling? The Impact of Economic Crises on Management Control and Stakeholder Management. Review of Managerial Science 2011; 5: 213–231, doi:10.1007/s11846-010-0051-4.
  • 24. Martyn P., Sweeney B., Curtis E. Strategy and Control: 25 Years of Empirical Use of Simons’ Levers of Control Framework. Journal of Accounting & Organizational Change 2016; 12: 281–324, doi:10.1108/JAOC-03-2015-0027.
  • 25. Malyarets L., Draskovic M., Babenko, V., Kochuyeva, Z.; Dorokhov O. Theory and Practice of Controlling at Enterprises in International Business. Economic Annals-ХХI 2017; 165: 90–96, doi:10.21003/ea.V165-19.
  • 26. Stretton A. Representing “Other Strategic Work” in addition to projects in an organisational strategic management context. PM World Journal 2019, 3(1).
  • 27. Voitenko O., Achkasov I., Timinsky A. Competence-based knowledge management in project oriented organisations in bi-adaptive context. In: Proceedings of the 2019 IEEE 14th International Conference on Computer Sciences and Information Technologies (CSIT), Lviv, Ukraine 2019; 3: 111–115.
  • 28. Bican P.M., Guderian C.C., Ringbeck A. Managing Knowledge in Open Innovation Processes: An Intellectual Property Perspective. Journal of Knowledge Management 2017; 21: 1384–1405, doi:10.1108/JKM-11-2016-0509.
  • 29. Mukhezakule M. The Relationship between Corporate Strategy, Strategic Leadership and Sustainable Organisational Performance: Proposing a Conceptual Framework for the South African Aviation Industry Available online: /paper/The-Relationship-between-Corporate-Strategy-%2C-and-%3A-Mukhezakule/fd8709d50054cf538e46ff5e4e-03a104cf5c27ee (accessed on 10 March 2022).
  • 30. Bellamy L.C., Amoo N., Mervyn K., Hiddlestone-Mumford J. The Use of Strategy Tools and Frameworks by SMEs in the Strategy Formation Process. International Journal of Organizational Analysis 2019; 27: 337–367, doi:10.1108/IJOA-02-2018-1363.
  • 31. Cerchione R., Esposito E. Using knowledge management systems: A taxonomy of SME strategies. International Journal of Information Management 2017; 37: 1551–1562, doi:10.1016/j.ijinfomgt.2016.10.007.
  • 32. Wołczek P. Strategy Implementation Problems in Small and Large Companies - Similarities and Differences in Light of the Research Results. Lessons From the Polish Experience. Argumenta Oeconomica 2018; 391–421, doi:10.15611/aoe.2018.2.17.
  • 33. Chang C.L., Lin T.-C. The Role of Organizational Culture in the Knowledge Management Process. Journal of Knowledge Management 2015; 19: 433–455, doi:10.1108/JKM-08-2014-0353.
  • 34. Becerra-Fernandez I., Sabherwal R. Knowledge Management: Systems and Processes. Second Edition. Routledge, 2014.
  • 35. Sabherwal, R.; Jeyaraj, A. Information Technology Impacts on Firm Performance: An Extension of Kohli and Devaraj (2003). Management Information Systems Quarterly 2015; 39(4): 809–836.
  • 36. Chmielewska-Muciek D. Diagnosis of Knowledge Management Process in Companies. International Journal of Synergy and Research 2018; 5, doi:10.17951/ijsr.2016.5.0.113.
Uwagi
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-946ca318-b349-4891-84eb-56caab1cc2ae
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.