Project Management

Strategies for the formation and use of knowledge in the organization

Strategies for the formation and use of knowledge in the organization

Knowledge in any organization must be managed. Employees and managers in the company have a large amount of knowledge that must be organized, managed, and shared.

Strategy is a skill, art, and a set of scientific knowledge that helps guide certain actions, taking into account certain conditions necessary to achieve the main goal.

Knowledge management strategies in the organization are created to create new value, realized in people, products, and processes and aim to increase the efficiency of use of all available resources and are aimed at knowledge exchange within a kind of information capacity (to improve it) or to effectively transfer knowledge from one form of skill to another. 7 strategies are accepted as basic, which can be divided into three groups: effective formation and use of knowledge in the ranks of a type of intellectual capital; the second group considers the possibilities for interaction between two types of intellectual capital and one is dedicated to the simultaneous interaction of all types of information capital. Reference:

Realization of the exchange of knowledge between the workers

The first strategy answers the question: “How is the exchange of knowledge between workers realized, how is their competence increased and how is it used to increase the competitiveness of the organization?”.

The main forms here are training (knowledge and useful contacts), training, formation of the necessary organizational culture (for example, cooperation, risk promotion, trust). Reference: “Knowledge management models”,

The principle of Long Live Education is applied. But for its implementation, the organization bears large financial costs, and some create their training centers.

New forms of motivation for the employees of the organization are being developed.

Increasing efficiency through knowledge exchange

The second strategy answers the question “How is the exchange of knowledge between the various elements of the internal structure used to increase efficiency?”

Important here are: the organizational structure; information systems and databases; copyright, etc.

The role of the software is also special because it enables the realization of a self-learning (with the help of Intranet, of the Knowledge online system) organization. Reference: “What are Information and Knowledge?”,

Another possible option is the so-called network organization that does not deal with direct production, but by coordinating the activity, develops only strategic planning; financial flow management, marketing, logistics, and R&D.

This is the way out of the traditional hierarchical structure and bilateral relations.

It is accepted that the ability to build a network of relationships with customers and business partners is a possible path to success because for this type of organization the main thing is free access to new ideas and information, more mass participation of staff in decision-making, flexible control.

Uses the exchange of knowledge between the elements of the external structure of the organization

The third strategy answers the question “How is the exchange of knowledge between the elements of the external structure of the organization carried out and used?”

It is aimed at creating effective external links that support the competitive development of the organization. This presupposes a deeper knowledge of the needs, of the unrealized possibilities.

Leading here are the creation of the image of the organization; brand management; management of the interaction with the external environment (conferences, editorial boards; friends of the organization, alumni association of a given university).

Increasing the competencies of stakeholders through knowledge

The fourth strategy answers the question “How do the employees of an organization increase the competence of shareholders, consumers, and business partners, and how do the latter in turn increase the competence of the staff?”

Here the emphasis is on interaction. Feedback and direct contact with the consumer, sociological surveys are encouraged.

The current procedure is competitive and functional (experience of non-competitive organizations) benchmarking (leading experience).

The individual competence of the collaborators

The fifth strategy answers the question “How does the individual competence of the associates contribute to the construction of the elements of the internal structure and how to do the latter help to increase the individual competence of the associates?”

Here the transformation of individual knowledge into the collective is stimulated. Reference: “Information and knowledge”,

It is most easily achieved by building various databases, with the help of which the organization becomes independent of specific employees and experts.

The presence of organizational culture has a strong influence. New technologies help to realize video conferencing, multimedia presentations, e-mail, etc.

The goal is for human capital to strongly influence the capabilities of the structural.

The problem arises in the presence of unique implicit knowledge – the dilemma is to preserve or hide better.

The information flow from the internal structures to the external ones

The sixth strategy answers the question “How does the information flow move from the internal structures to the external ones and vice versa?”

Emphasis is placed on various forms of interaction – hotline, work with customer complaints, maximum customization of service, customer database, additional services (training and information on the labor market).

It is important to work with the knowledge of and for competitors (alliance for joint R&D). The collection and analysis of sales data and marketing information also provide advantages.

The seventh structure refers to the movement of knowledge simultaneously between all types of intellectual capital. It provides for constant monitoring and evaluation of its components.

Priority is given to training in systematic thinking and creating an appropriate organizational culture.

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