Making Knowledge Strategies Based on Organizational Life Cycle: A Case Study in Automobile Industry
Mohammad Reza Ostad Ali Naghi Kashani
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Mohammad Reza Ostad Ali Naghi Kashani: Islamic Azad University (IAU), Tehran Central Branch (TCB), Iran
from International School for Social and Business Studies, Celje, Slovenia
Today knowledge is considered the most strategically important resource for business organizations. a clear link between business strategy and KM strategies is critical (Storey & Barnet, 2000; Zack, 1999, 2002), but researches show this link is often weak (Leinder, 1998; Ruggles, 1998; Storey & Barnet, 2000; Zack, 1999). Also KM strategies are made based on different approaches such as the type of knowledge (explicit and implicit), type of business strategy, organization process, or a combination of these. But no one considered organization life cycle (OLC) for choosing KM strategies. In this paper I provide a framework for setting up KM strategies regarding to knowledge type (Nonaka and Takeuchi’s model), life-cycle (Adizes model) and business strategy. This survey has done in Pooya Khodro Shargh (PKS) which produce types of wiring harness and electrical parts for automotive industry in Iran. First I made a gap analysis from 2 sides: SECI and OLC models. PKS is in Go-Go stage and they focus on sales products. Next I presented survey results for KM executive team. We defined KM vision. Then for linking to business strategy we used a knowledge–based SWOT. KM strategies were made in consideration to above steps. 8 main strategies were chose. Finally KM strategies were ranked by AHP approach. Developing R&D centre is the most important KM strategy for PKS.
Keywords: knowledge management; knowledge strategies; organization lifecycle (search for similar items in EconPapers)
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