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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.
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Tom
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245--257
Opis fizyczny
Bibliogr. 36 poz., fig., tab.
Twórcy
autor
- Department of Management, Warsaw University, 1/3 Szturmowa St., 02-678 Warsaw, Poland
autor
- Warsaw University of Technology, Faculty of Mechanical and Industrial Engineering, 86 Narbutta St., 02-524 Warsaw, Poland
autor
- Warsaw University of Technology, Faculty of Mechanical and Industrial Engineering, 86 Narbutta St., 02-524 Warsaw, Poland
Bibliografia
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- 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.
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- 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.
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- 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.
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- 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.
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- 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.
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- 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