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UDC 658
INTEGRATION OF KNOWLEDGE MANAGEMENT IN THE OPERATIONAL AND STRATEGIC GOALS OF A INTERNATIONAL COMPANIES
Julia Doppler Scientific supervisor - Yu. A. Anikina
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation E-mail: s1810457005@students.fh-hagenberg.at
The article is devoted to the integration of knowledge management in the operational and strategic goals of the company. The main goal is to analyze the existing barriers and the necessary measures for the successful integration of knowledge management at the company management level.
Keywords: knowledge management, process of knowledge management, barriers of knowledge management, ensuring competitiveness.
ИНТЕГРАЦИЯ УПРАВЛЕНИЯ ЗНАНИЯМИ В ОПЕРАЦИОННЫЕ И СТРАТЕГИЧЕСКИЕ ЦЕЛИ МЕЖДУНАРОДНЫХ КОМПАНИЙ
Юлия Допплер Научный руководитель - Ю. А. Аникина
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева
Российская Федерация, 660037, г. Красноярск, просп. им. газеты «Красноярский рабочий», 31
E-mail: s1810457005@students.fh-hagenberg.at
Статья посвящена интеграции управления знаниями в операционные и стратегические цели компании. Основная цель - проанализировать существующие барьеры и необходимые меры для успешной интеграции управления знаниями на уровне управления компанией.
Ключевые слова: управление знаниями, процесс управления знаниями, барьеры управления знаниями, обеспечение конкурентоспособности.
As soon as companies exceed a certain size, it becomes necessary to store knowledge centrally so that it can be used in a targeted manner at the appropriate time. To enable knowledge management, the existing knowledge must be shared and integrated into the corporate culture. It is important that this concept is lived throughout the entire company, from the management to the "simple" employee. Furthermore, knowledge management must be included in the strategic planning of a company, because as it has always been said: knowledge is power.
In the next sections are the most important reasons why knowledge management is important listed [1].
Financial benefits
Financing is both a motivation and a barrier. The reasons for motivation are, for example, the decreasing administrative costs after the system has been established and the increasing turnover. Increasing turnover is achieved by the fact that employees have more time at their disposal, which they previously had to waste on searching and acquiring knowledge for a long time, and also by increasing customer satisfaction.
Актуальные проблемы авиации и космонавтики - 2020. Том 3
Securing and increasing competitiveness
Customers benefit from the introduction of a knowledge management system, because it usually enables faster and more efficient communication. On the one hand, this has to do with the quick retrieval of knowledge and, on the other, with the development of employees' skills. For example, a supplier had introduced a ticket system, and this helped to shorten reaction times. Therefore, led to customer satisfaction and higher customer loyalty.
In addition, personal preferences of the customers should be analyzed and saved. For example, he would like to be called once a month. This ensures on the one hand that this knowledge is accessible to other employees and on the other hand it strengthens the customer's sense of appreciation. This also leads to stronger customer loyalty and results in an increase in competitiveness. As Nikolaus Raus from the Count IT Group said: «One should be more a life consultant than a customer advisor» [2].
Increase in employee satisfaction
Furthermore, one can only be competitive in the future if knowledge about markets, competitors and customers can be used and developed in a targeted manner. One reason that affects every company is the increasing satisfaction of employees, who are motivated by the use of good knowledge management, as they can access information quickly and without problems. They also have the advantage that their personal knowledge base can be expanded, resulting in an increase in personal market value [3].
Reuse and avoidance of redundancies
Due to the constant growth of companies, communication between teams and departments is becoming exponentially more difficult. This can lead to the problem that two different teams can laboriously gain the same knowledge independently of each other, or the knowledge was already available in the company once but was lost due to not securing it. These redundancies are unnecessary resource guzzlers in terms of both time and money, as this knowledge could have easily been reused. At this point, knowledge management should help to ensure that knowledge is stored in a structured and clear manner, thus avoiding these redundant knowledge development processes. Through this process the loss of knowledge when an employee leaves the company is reduced to a minimum [4].
One of the main barriers of knowledge management is the commitment of the management and a wrong company culture. Because knowledge management must be exemplified by the management and the executives. They must specify and demand the use of it. Only when the importance of knowledge management is recognized by the management levels does it have a chance. In a modern corporate strategy, it resembles knowledge strategy to a large extent, since essential points relate to knowledge, its further development and exploitation [5].
Commitment is often a major barrier in established and traditional companies. Here the necessity of knowledge management is not anchored in the corporate culture. Especially in this area, there are numerous managers who are already established in the company through their many years of experience, but who follow a line and do not want to deviate from it. This could lead to new introductions such as knowledge management being regarded as loss-making and this could be communicated accordingly [6].
If the commitment does not exist before all levels of the hierarchy, the motivation and acceptance of many employees will suffer. In this context, the inhibition threshold «How do I book the maintenance of knowledge» increasingly occurs.
To overcome the discussed barriers and benefit from knowledge management, there must be an awareness raising from the management. To make this possible, there are many kinds of models and methods listed in the literature. For example, hold special knowledge management workshop. Also, you can analyze, what other companies do good and bad in terms of knowledge management and how its optimized processes, increased the satisfaction of customers and employees and improved work life in general.
References
1. Lehner F. Knowledge Management: Basics, methods and technical support. Hanser, 2008. p. 341.
2. Linde F. Barriers and success factors in knowledge management. Cologne: Cologne Working Papers on Library and Information Science, 2005.
3. Kumta G., North K. Knowledge-oriented management. Wiesbaden: Springe, 2016.
4. Mandl H., Reinmann G. Psychology of knowledge management - perspectives, theories and methods, 2004.
5. Nonaka I., Takeuchi H. The organization of knowledge: How Japanese companies make use of an untapped resource. Frankfurt am Main: Campus Verlag, 2012.
6. Probst G., Raub S. and Romhardt K. Managing knowledge: How companies make optimal use of their most valuable resource. Wiesbaden: Gabler Verlag, 2013.
© Julia Doppler, 2020
