Theoretical basis of knowledge management in the enterprise
Keywords:
knowledge, knowledge management, knowledge management model, SECI model, typology of knowledge capabilities,Abstract
Theoretical peculiarities of knowledge management and basic theoretical model of knowledge management and typology of knowledge capabilities are considered in this articles. In current conditions the role of knowledge is a key for company’s development. Company’s ability to react for changes in external environment caused by its ability to adapt internal resources including knowledge. Organizational knowledge become an essential element of strategic development and knowledge management is crucial for achievement of competitive advantage and sustainable development. Essential theories presented in the article explain the essence of knowledge, types of knowledge, peculiarities of knowledge creation in organization. Development and application of knowledge are important elements of knowledge management because of the processes which exist in organization and have an influence on company’s ability to manage knowledge in changing conditions of external environmentReferences
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2. Hong, J. and Stahle, P.(2005). The coevolution of knowledge and competence management. International Journal Management Concepts and Philosophy, Vol.1, No.2, pp.129-145.
3. Nonaka, I. (1994). A dynamic theory of organisational knowledge creation. Organization Science, Vol. 5, No.1, pp.14-37.
4. Harlow, H. (2008). The effect of tacit knowledge on firm performance. Journal of Knowledge Management, Vol.12, No.1,pp.148-163.
5. Nonaka, I. and Takeuchi, H. (1995). Knowledge-Creating Company: How Japanese Companies Create the Dynamics and Innovation, Oxford: Oxford University Press.
6. Nonaka, I., Toyama,R. and Konno, N. (2000). SECI, ba and leadership: a unified model of dynamic knowledge creation. Long Range Planning, Vol.33, No.1, pp.5-34.
7. Chang, C.-M., Hsu, M.-H., Yen, C.-H. (2012). Factors affecting knowledge management success: the fit perspective. Journal of Knowledge Management, Vol.16, No.6, pp.847-861.
8. Gold, A.H., Malhotra, A., Segars, A.H. (2001) Knowledge Management: an organizational capabilities perspective. Journal of Management Information Systems, Vol.18, No.1, pp.185-214.
9. Jennex, M.E. and Olfman, L. (2005).Assessing knowledge management success. International Journal of Knowledge Management, Vol.1, No.2, pp.33-49.
10. Paisittanand, A., Digman, L.A., Lee, S.M. (2007). Managing knowledge capabilities for strategy implementation effectiveness. International Journal of Knowledge Management, Vol.3, No.4, pp.84-110.
11. Clemons, E.K. and Row, M.C. (1991). Sustaining IT advantage: the role of structural differences, MIS Quarterly, Vol.15, No.3, pp.275-292.
12. Powell, T.C. and Dent-Micallef, A. (1997). Information technology as competitive advantage: the role of human, business and technology resources. Strategic Management Journal, Vol.18, No.5, pp.853-877.
13. Davenport, T.H. and Prusak, L. (2000). Working knowledge: How organizations manage what they know. Harvard Business School Press, Boston, MA.
14. Sin, L.Y.M., Tse, A.C.B. (2000). How does marketing effectiveness mediate the effect of organizational culture on business performance? The case of service firms. Journal of Services Marketing, Vol.14, No.4, pp.295-309.
15. Millis, M.A., Smith, A.T.(2011). Knowledge management and organizational performance: a decomposed view. Journal of Knowledge Management, Vol.15, No.1, pp.156-171.
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