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

Abstract: 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)
Date: 2012
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