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Making Knowledge Strategies Based on Organizational Life Cycle: A Case Study in Automobile Industry

Listed author(s):
  • Mohammad Reza Ostad Ali Naghi Kashani

    (Islamic Azad University (IAU), Tehran Central Branch (TCB), Iran)

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    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.

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    This chapter was published in: Mohammad Reza Ostad Ali Naghi Kashani , , pages 489-498, 2012.
    This item is provided by International School for Social and Business Studies, Celje, Slovenia in its series Knowledge and Learning: Global Empowerment; Proceedings of the Management, Knowledge and Learning International Conference 2012 with number 489-498.
    Handle: RePEc:isv:mklp12:489-498
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