PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Analysis of Selected Aspects of Knowledge Management in the Context of Their Impact on the Quality Level in Metallurgical Enterprises

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The review of definitions allows to state that knowledge management in enterprises is a complex, multi-aspect process requiring the implementation of a number of interrelated mechanisms and instruments. Sharing knowledge can increase employee productivity, team performance and the ability to transform diversity into creativity and organizational innovation. Sharing of knowledge in the enterprise should be implemented both in a formal and informal way and be supported by appropriate communication mechanisms, employee exchange programs, job rotation, mentoring relations, techniques Only a well-constructed, implemented and modified system can ensure achieving the intended goals related, among other things, to ensuring the proper functioning of quality assurance mechanisms. and tools for assessing teamwork, a z system promoting creativity and cooperation. The main purpose of the publication is to present the results of research conducted on a sample of 22 enterprises regarding the analysis of the extent of enterprises' use of knowledge and human capital potential to improve the quality management. The research focused mainly on the impact of selected elements of management of knowledge and human capital on the level of employee awareness, as well as the number and type of non-compliance of products. The study used a questionnaire and statistical analysis of data from manufacturing processes.
Rocznik
Strony
222--231
Opis fizyczny
Bibliogr. 41 poz., rys., tab.
Twórcy
  • Czestochowa University of Technology, 69 Dabrowskiego street 42-201 Czestochowa Poland
autor
  • Czestochowa University of Technology, 69 Dabrowskiego street 42-201 Czestochowa Poland
Bibliografia
  • 1. Barrow, J. W., (1993). Does total quality management equal organizational learning?, Quality Progress, 26(7), 39-43.
  • 2. Calo, T. J., 2008. Talent Management in the Era of the Aging Workforce: The Critical Role of Knowledge Transfer, Public Personnel Management, 37(4), 403-416. https://doi.org/10.1177/009102600803700403
  • 3. Chang, H.H., Chuang, S-S, 2011. Social capital and individual motivations on knowledge sharing: Participant involvement as a moderator. Journal Information and Management, 48 (1), 9-18. http://dx.doi.org/10.1016/j.im.2010.11.001
  • 4. Cho, H., Pucik, V., (2005), Relationship between innovativeness, quality, growth, profitability, and market value, Strategic Management Journal, 26, 555-75.
  • 5. Connelly, C. E., Kelloway, K. E., 2003, Predictors of employees’ perceptions of knowledge sharing cultures, Leadership and Organization Development Journal, 24 (5), 294-301. https://doi.org/10.1108/01437730310485815
  • 6. Cummings, J. N., 2004. Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization, Management Science, 50(3), 352-364.
  • 7. Dale, B.G., Cooper, C., 1992. Total Quality and Human Resources: An Executive Guide, Oxford, Blackwell.
  • 8. Davenport, T.H., Prusak, L., 1998. Working Knowledge, Harvard Business School Press, Brighton.
  • 9. Dixon, N. M., 2000. Common Knowledge: How Companies Thrive by Sharing What They Know, Harvard Business School Press, Boston.
  • 10. Drucker, P., 1993. Post-Capitalist Society, Harper Business, New York.
  • 11. Garavan, Th.N., Gunnigle, P., Morley, M., 2000. Contemporary HRD research: a triarchy of theoretical perspectives for HRD, Journal of European Industrial Training, 24 (2/3/4), 466.
  • 12. Garvin, D., (1988). Managing Quality: The Strategic and Competitive Edge, Free Press, New York.
  • 13. Govindarajan, V., Kopalle, P. K., Danneels, E., (2011). The Effects of Mainstream and Emerging Customer Orientations on Radical and Disruptive Innovations, Journal of Product Innovation Management, 28(1), 121-132.
  • 14. Howard, L. W., Foster, S. T., (1999). The influence of human resource practices on empowerment and employee perceptions of management commitment to quality, Journal of Quality Management, 4(1), 5-22.
  • 15. Hu, L., Randel, A. E., 2014. Knowledge Sharing in Teams: Social Capital, Extrinsic Incentives, and Team Innovation, Group and Organization Management, 39(2), 213–243. https://doi.org/10.1177/1059601114520969
  • 16. Huang, Q., Davison, R.M., Gu, J., 2011. The impact of trust, guanxi orientation and face on the intention of Chinese employees and managers to engage in peer-to-peer tacit and explicit knowledge sharing, Information Systems Journal, 21, 559-562.
  • 17. Hung, R. Y., Lien, B., Ya-Hui, McLean, G. N., (2009). Knowledge management initiatives, organizational process alignment, social capital and dynamic capabilities. Advances in Developing Human Resources, 11(3), 320-333.
  • 18. Hung, R. Y., Lien, B., Fang, S. C., McLean, G. N., (2010). Knowledge as a facilitator for enhancing innovation performance through total quality management. Total Quality Management, 21 (4), 425-438
  • 19. Houselid, M.;A., (1995). The impact of human resource management practices on turnover, productivity and corporal financial performance. Academy of Management Journal, 38(3), 635-872
  • 20. Kabo, Felichism, 2018. The architecture of network collective intelligence: Correlations between social network structure, spatial layout and prestige outcomes in an office. Philosophical Transactions of the Royal Society B: Biological Sciences, 373, 20170238. 10.1098/rstb.2017.0238.
  • 21. Karani, S. R., Bichanga, W. O., (2012). Effects of Total Quality Management implementation on business performance in service institutions: A case of Kenya Wildlife Services, International Journal of Research Studies in Management, 1(1), 59-76.
  • 22. Kaynak, H., (2003). The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management, 21(4), 405- 435.
  • 23. Kim, D.-Y., Kumar, V., & Kumar, U., (2012). Relationship between quality management practices and innovation, Journal of Operations Management, 30(4), 295-315.
  • 24. Lai, K.-H., (2003). Market orientation in quality-oriented organizations and its impact on their performance, International Journal of Production and Economics, 84, 17-34.
  • 25. Lee, M-Ch., 2016. Knowledge management and innovation management: Best practices in knowledge sharing and knowledge value chain, International Journal of Innovation and Learning, 19, 206. 10.1504/IJIL.2016.074475.
  • 26. Lee, H., Choi, B., 2003. Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination, Journal of Management Information Systems, 20(1), 179-228.
  • 27. Leiblein, M. J., Madsen, T. L., 2009. Unbundling competitive heterogeneity: incentive structures and capability influences on technological innovation. Strategic Management Journal, 30, 711-735. doi:10.1002/smj.746
  • 28. Liao, K., Xiong, H., 2011. Study on Knowledge Sharing of Community of Practice Based on Social Network Perspective, I-Business, 3, 283-286.
  • 29. Li-Fen, L., 2006. A learning organization perspective on knowledge sharing behavior and firm innovation, Human Systems Management, 25, 387-404.
  • 30. Malhotra, D. K., (1998). The impact of interest rate reset period on the bid-offer rates in an interest rate swap contract - an empirical investigation. Journal of Multinational Financial Management, 8 (1), 79-88
  • 31. Martinez-Costa, M., Jimenez-Jimenez, D., (2008). Are companies that implement TQM better learning organizations? An empirical study, Total Quality Management, 19(11), 1101-1115.
  • 32. Martinez-Costa, M., Martínez-Lorente, A. R., (2008). Does quality management foster or hinder innovation? An empirical study of Spanish companies. Total Quality Management and Business Excellence, 19(3), 209-221.
  • 33. Michailova, S., Hutchings, K., 2006. National cultural influences on knowledge sharing: a comparison of China and Russia, Journal of Management Studies, 43, 385.
  • 34. Nonaka, I. and Takeuchi, H., 1995. The Knowledge-Creating Companies: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, New York
  • 35. Oke, A., (2007). Innovation types and innovation management practices in service companies. International Journal of Operations & Production Management, 27(6), 564-587.
  • 36. Sadikoglu, E., Zehir, C., (2010). Investigating the effects of innovation and employee performance on the relationship between total quality management practices and firm performance: An empirical study of Turkish firms. International Journal of Production Economics, 127(1), 13-26.
  • 37. Senge, P. M., (1990). The fifth discipline: The art and purpose of the learning organization. New York: Doubleday/Currency.
  • 38. Stabryła, A., Cabała, P., Mesjasz, C., Piekarz, H., Woźniak, K., 2008. Metoda kategoryzacji jako narzędzie oceny potencjału wiedzy przedsiębiorstw [in:] Rokita, J. (ed.), Ku nowym paradygmatom nauk o zarządzaniu, Górnośląska Wyższa Szkoła Handlowa im. Wojciecha Korfantego, Katowice.
  • 39. Szabó, L., Csepregi, A., 2011. Competences Found Important for Knowledge Sharing: Investigation of Middle Managers Working at Medium- and Large-Sized Enterprises, Journal of Knowledge Management, 9, 42-43.
  • 40. Vouzas, F., Psychogios, A. G., (2007). Assessing managers' awareness of TQM, The TQM Magazine, 19(1), 62-75.
  • 41. Wang, X., Yang, B., McLean, G. N., (2007). Influence of demographic factors and ownership type upon organizational learning culture in Chinese enterprises. International Journal of Training and Development, 11(3), 154-165.
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-c1a6ba82-b76e-41be-b35c-383224b85921
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.