scholarly journals Analysis of the application of modern concepts in the automotive industry

Tehnika ◽  
2021 ◽  
Vol 76 (5) ◽  
pp. 647-653
Author(s):  
Borivoj Novaković ◽  
Sanja Stanisavljev ◽  
Mila Kavalić ◽  
Žolt Vaštag
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Automotive Industry ◽  
Current Situation ◽  
Basic Principles ◽  
Current State ◽  
Research Task ◽  
A Company ◽  
Production Conditions ◽  
The Way

The research task of this paper is focused on the analysis of factors that use the efficiency of knowledge management programs. The authors of the paper based on the examination of segments related to knowledge management and organizational culture within a company belonging to the automotive industry, and the goal is certainly aimed at gaining a clear picture and key answers about the way in which the basic principles of knowledge management and organizational culture are implemented on the example of the company "Novares Serbia". Based on precisely set hypotheses and questions, answers were achieved that resulted in knowledge of the current situation within the company, the way in which the current state of organizational culture can be improved, in order to achieve the ultimate goal, that is, the improvement of production conditions within the company itself

scholarly journals Linkage between dynamics capability and knowledge management factors

2017 ◽  
Vol 55 (10) ◽  
pp. 2256-2276 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Tatiana Massaroli Melo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Automotive Industry ◽  
Organizational Context ◽  
Equation Modeling ◽  
Continuous Change ◽  
National Union ◽  
Content Type

Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.

Knowledge management and information management: A tale of two siblings

2020 ◽  
Vol 37 (2) ◽  
pp. 69-77
Author(s):  
Judy Payne ◽  
Jonathan Fryer
Keyword(s):  
Knowledge Management ◽  
Adverse Effects ◽  
Tacit Knowledge ◽  
Information Management ◽  
Future Development ◽  
Codified Knowledge ◽  
Current State ◽  
The Difference ◽  
The Way

Confusion has long existed between knowledge management (KM) and information management (IM). To the uninitiated, the difference between KM and IM is unclear – largely because there are no universally accepted definitions of ‘knowledge’ and ‘information’. But the confusion is not limited to the uninitiated. KM and IM specialists argue over the meaning of explicit and tacit knowledge, over the difference between information and data, and over the difference between codified knowledge and information. Why? And does any of this matter? This article explores the confusion between KM and IM by reflecting on the origins, development and current state of the two disciplines. The words we use to think and talk about KM and IM directly influence the way we practise KM and IM: and in some contexts, confusion between KM and IM has serious adverse effects on understanding and practice. The solution might lie in closer future development of the two disciplines – as long as practitioners appreciate that KM and IM are distinct but complementary, we talk to each other, and we pay attention to the words we use.

scholarly journals The influence of knowledge management “bottleneck” on company’s performance

2017 ◽  
Vol 12 (3) ◽  
pp. 402-415 ◽  
Author(s):  
Steph Subanidja ◽  
Djumilah Hadiwidjojo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Supply Chain ◽  
Linear Regression ◽  
Path Analysis ◽  
Random Sampling ◽  
Motor Vehicle ◽  
Stratified Random Sampling ◽  
A Company

AbstractInterviews with 10 marketing managers of 10 four-wheeled motor vehicle brand in Jakarta that have the highest sales in January up to April 2017 show that the managers do not have enough cognitive understanding of knowledge management (KM). However, the managers, in general, are very eloquent when discussing about practical business aspects such as supply-chain, business competition, products, organizational culture, and company’s performance. Based on previous research, KM was placed as independent or intervening or moderating variable on company’s performance. The aim of this study is to analyze the role of KM on company’s performance. By using stratified random sampling, linear regression, moderated regression, and path analysis, it can be concluded that KM can be as independent, moderating, or intervening variable. KM becomes similar to a “bottleneck” when the managers do not know well what and how to implement KM. Therefore, this study suggests that needed further researches are needed to explore the role of KM and to understand how KM can be implemented in a company in order to sustainably improve the company’s performance.

scholarly journals Budaya Organisasi Salah Satu Faktor Penentu Kinerja Karyawan

2020 ◽  
Vol 3 (2) ◽  
pp. 518-523
Author(s):  
Marlina Deliana
Keyword(s):  
Organizational Culture ◽  
Employee Performance ◽  
Company Performance ◽  
Social Culture ◽  
Work Patterns ◽  
Community Culture ◽  
Performance Results ◽  
A Company ◽  
Determining Factor ◽  
The Way

Organizational culture is one of the factors that differentiate the performance results of a company. Organizational culture is proposed to employees as the way a job is done. National and social culture of a country influences organizational culture, based on the Hofstede’s and Trompeneaar’s model, there are dimensions of community culture that influence and shape the values and norms of a founder, employees, and customers of a company. Performance is the result of an employee's ability coupled with effort and support. The ability of an influential person is influenced by talent and interest, while effort is influenced by motivation, incentives and work patterns. The importance of organizational culture on employee performance has two research views. Some researchers consider that organizational culture has no significant effect on performance, while some studies prove that organizational culture has a positive and significant effect on employee performance. Organizational culture that is found in many Indonesians organizational culture is a hierarchical culture, which focuses on control and stability associated with the bureaucratic system. So that this becomes one of the factors, where organizational culture is not a determining factor for improving performance.

scholarly journals Žinioms valdyti palanki aukštųjų universitetinių mokyklų bibliotekų organizacinė elgsena

2010 ◽  
Vol 53 ◽  
pp. 20-44
Author(s):  
Kristina Lymantaitė
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Public Sector ◽  
Organizational Behavior ◽  
Negative Attitude ◽  
Poor Quality ◽  
Current Situation ◽  
Organizational Behaviour ◽  
Leading Position ◽  
The Creation

Šiandienė žmogaus, grupės, organizacijos veikla yra grįsta žiniomis, todėl vis dažniau mokslininkai kalba apie palankių sąlygų joms kurti ir jomis dalytis sudarymą organizacijose. Tačiau tiek bendrojoje, tiek bibliotekininkystės literatūroje analizuojamas tik pavienių organizacijos elementų vaidmuo kuriant žinioms valdyti palankią aplinką. O būtinas visuminis požiūris, kurį pabrėžia organizacinės elgsenos teorija, nagrinėjanti visus žmonių elgesio ir santykio su organizacijos aplinka aspektus. Remiantis šiateorija galima teigti, kad, formuojant žinioms valdyti palankią aplinką aukštųjų universitetinių mokyklų bibliotekose, svarbūs visi organizacinės elgsenos lygmenys: individo, grupės, organizacijos. Tik atskleidus visų šių lygmenų įtaką žinioms valdyti, galima identifikuoti žinioms valdyti palankios bibliotekų organizacinės elgsenos požymius, o palyginus su esama bibliotekų organizacine elgsena, teikti sprendimus didinti šios elgsenos tinkamumą žinioms kurti ir jomis dalytis. Straipsnio tikslas – apibrėžti žinioms valdyti palankios bibliotekų organizacinės elgsenos požymius, tokios elgsenos kūrimo problemas ir teikiamas galimybes. Uždaviniai: išanalizuoti individo, grupės, organizacijos elgseną bibliotekose, pabrėžiant šių lygmenų vaidmenį kuriant žinioms valdyti palankią aplinką; įvertinti žinioms valdyti tinkamos organizacinės elgsenos kūrimo problemas ir galimybes, atsižvelgiant į specifinius bibliotekų kaip organizacijų vidaus ir išorės veiksnius.Rašant straipsnį remtasi teoriniais mokslinio tyrimo metodais (analizės, apibendrinimo, lyginimo, sintezės).Pagrindiniai žodžiai: organizacinė elgsena, žinių valdymas, biblioteka.Knowledge Management-friendly Organizational Behaviour of Academic LibrariesKristina Lymantaitė SummaryThe low public sector efficiency, poor quality of public services shape the negative attitude toward public sector organizations. Therefore, the search of tools that would help libraries increase their efficiency, competitiveness, service quality and gain greater acceptance in society is nowadays particularly relevant. One of the possible solutions is to make library organizational behaviour, knowledge management-friendly and thus to allow the usage of the existing and encourage the creation and sharing of the new knowledge.A comprehensive analysis of library organizational behaviour elements allows to define the key features of knowledge management-friendly organizational behaviour. The definition of these features is a basis for the further research on library organizational behaviour. An analysis of the current situation of libraries organizational behavior and a comparison with the appropriate knowledge management features would allow organizing practical recommendations. The feature of knowledge management-friendly library organizational behavior that may be considered fundamental is organizational culture which is based on trust, and which fosters creativity.However, the knowledge management-friendly library organizational behaviour can only be formed at all behaviour levels (the employee, group, organization). Unfortunately, the current situation is aggravated by the fact that there is no instrument to assess the library’s organizational behaviour (in the knowledge management perspective), and there is no uniform explicit guidance to implement these changes. The creation of these tools may be considered as an area for the further research and follow-up studies.The specificity of a library as an organization, the context of changes, and the overall economic situation of the country’s instability (leading to the declining library funding) creates even more barriers for a successful organizational behaviour. Therefore, we can start with changing library’s organizational culture, because it is the most influential element, and does not require a lot of investment.Creation of knowledge management-friendly library organizational behaviour offers a possibility to implement the goals of a library and its workers and offer new competitive services for customers in order to meet their needs and expectations. A library, by disclosing the intellectual capital, becomes a flexible, innovative, entrepreneurial and learning organization and the center of learning and knowledge for both its employees and customers, and gains a leading position in the knowledge-based society.

Perceptions of knowledge management: a qualitative analysis

2003 ◽  
Vol 7 (4) ◽  
pp. 38-48 ◽  
Author(s):  
David Mason ◽  
David J. Pauleen
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Qualitative Study ◽  
Qualitative Analysis ◽  
Middle Managers ◽  
Peer Pressure ◽  
Core Issues ◽  
Qualitative Coding ◽  
The Way

This paper reports on the results of a qualitative study of middle managers’ perceptions of knowledge management (KM) implementation in NZ organizations. Data were collected in a survey of 71 attendees of a KM presentation. The data were analyzed using qualitative coding principles. Two core issues were examined – barriers and drivers of KM. Subcategories under barriers were primarily concerned with factors internal to the organization such as organizational culture, leadership, and education. Drivers were mostly external to the organization and included competition, peer pressure, and the need for increased productivity. The results indicate that the way managers manage themselves and their organizations are perceived to be the biggest barriers to KM implementation.

scholarly journals СТРАТЕГІЧНЕ УПРАВЛІННЯ ОРГАНІЗАЦІЙНОЮ КУЛЬТУРОЮ ПІДПРИЄМСТВ ПРИ РОЗВИТКУ ТА АДАПТАЦІЇ ДО ЗМІН

2020 ◽  
Vol 141 (6) ◽  
pp. 84-95
Author(s):  
Олена В. Ареф'єва ◽  
Сергій О. Ареф'єв ◽  
Альона О. Верпека
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Corporate Culture ◽  
Control Mechanisms ◽  
Management Tools ◽  
Business Context ◽  
Values And Beliefs ◽  
And Performance ◽  
A Company ◽  
The Way

The study attempts to explore organizational culture as a set of beliefs, habits, values, attitudes, traditions, etc. among individuals and groups within any organization. In particular, it is noted that the notion of organizational culture is widely used in a business context. The way organizational culture is expressed has underpinned much of social sciences research and gained particular importance in the mid-20th century when some scholars in the field of management and organizational behavior had started actively advocating the benefits of promoting organizational culture. Thus, the research on a human aspect and human relationships in company management was previously part of sociology focus and from this perspective could be regarded as a predecessor of organizational culture. It is argued that adequate and precise identification of values, basic norms of conduct and employment procedures to be adhered to by all company employees will translate into specific organizational framework which contributes to shaping organizational culture and has dramatic impact on the way employees perceive management decisions. Individual behavior of each employee directly depends on relationships, communication and interaction they have with the rest of the group members. Hence, organizational culture can develop and improve employee capabilities on the one hand, and limit them on the other, especially when a company fails to build clear and effective corporate culture. This study views organizational culture as a set of paradigms which are formed during the organisation’s life cycle through the interaction between its members with internal structural units, strategies, systems and processes, and between the organization and its environment. This interaction suggests certain messages and links which will be valid as far as they ensure the organization’s efficiency, effectiveness and performance. The paper also describes the relationship between culture and a company strategy. A set of principles, values and beliefs shared by all employees, together with a company hierarchical structure, management levels, control mechanisms and effectiveness management tools ultimately shape the fundamental rules of employee conduct and working arrangements and indicate the focus of organisation’s strategy.

scholarly journals THE EFFECT OF KNOWLEDGE MANAGEMENT, ORGANIZATIONAL CULTURE AND ORGANIZATIONAL LEARNING ON INNOVATION IN AUTOMOTIVE INDUSTRY

2018 ◽  
Vol 19 (1) ◽  
pp. 1-19 ◽  
Author(s):  
Kambiz ABDI ◽  
Abbas MARDANI ◽  
Aslan Amat SENIN ◽  
Laura TUPENAITE ◽  
Jurga NAIMAVICIENE ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Automotive Industry ◽  
Organizational Innovation ◽  
Policy Makers ◽  
Knowledge Based ◽  
Automobile Manufacturer ◽  
The Government ◽  
The Relationship

The main objective of this study was to examine the direct and indirect effects of organizational culture, knowledge management and organizational learning on innovation. The study combined knowledge-based view theory (KBV), competitive value framework to develop a new original theoretical framework for investigation of factors that affect innovation. Data was gathered from a survey of 279 companies supplying automobile parts to Iran Khodro Company, an Iranian leading automobile manufacturer. Study discovered that organizational culture and knowledge management influenced organizational innovation. Besides that, organizational learning played a significant role as a mediator in that relationship. However, knowledge management was not considered as a mediator in the relationship between organizational culture and organizational innovation. As a practical contribution, the findings of the study serve as a guideline for policy makers and managers in the formulation of policies and strategies for sustainable innovation. Knowing the effectiveness of the innovation can help the government to make decisions about the continuation of this policy. Moreover, study contributes to firm management in formulation of policies and strategies for sustainability in innovation context. Innovation assists organizations supplying the product or service in the automotive sector to operate innovatively, competitively and profitably.

Pemetaan Budaya Organisasi pada Perusahaan Keluarga Menggunakan OCAI (Organizational Culture Assesment Instrument)

2020 ◽  
Vol 21 (2) ◽  
pp. 71-85
Author(s):  
Freddy Aldo Setiawan ◽  
Suhaji Suhaji
Keyword(s):  
Organizational Culture ◽  
Organizational Leadership ◽  
Sampling Method ◽  
Current Situation ◽  
Assessment Instrument ◽  
Leadership Management ◽  
Clan Culture ◽  
Dominant Characteristic ◽  
Strong Culture ◽  
A Company

The purpose of this research is to know the organizational culture profile in a company in current situation, and preferred culture. The object of this research is a family company named CV. Mitra Sejahtera which located at Rembang and Lamongan. The samples size of this research are 72 respondens with census technique in sampling method. Organizational Culture Assessment Instrument is used to mapping an organizational culture in this research. OCAI is measured with dimensions: dominant characteristic, organizational leadership, management of employees, organizational glue, strategic emphases and criteria of success. The result of this research is for the current situation, the strong culture are clan culture with mean score 32,60 and hierarchy culture with mean score 30,21. For preferred culture, the strongest culture preferred are hierarchy culture with mean score 34,17 and clan culture with mean score 32.03.

scholarly journals Changing the game: a case for gamifying knowledge management

2017 ◽  
Vol 14 (2/3) ◽  
pp. 143-154 ◽  
Author(s):  
Agnessa Shpakova ◽  
Viktor Dörfler ◽  
Jill MacBryde
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Knowledge Workers ◽  
Content Type ◽  
Collaborative Environment ◽  
Current State ◽  
Starting Point ◽  
Wide Range ◽  
The Impact ◽  
A Company

Purpose This exploratory paper investigates gamification as a medium for knowledge workers to interact with each other. The purpose of this paper is to open the discussion around the sustaining impact that gamification might have on knowledge management (KM). Design/methodology/approach The paper employs an exploratory literature review investigating the current state of the art in relation to KM and gamification; this literature review serves as the starting point of subsequent theorizing. Findings Based on the literature review the authors theorize that the use of gamification in KM can go far beyond the motivational aspects. To name just a few uses of gamification, it can help in: supporting flexibility, facilitating transparency and therefore improving trust, visualizing skills and competences as well as generating requirements for new competences and promoting a collaborative environment among the knowledge workers. Research limitations/implications This paper opens the discussion around KM and gamification and suggests a wide range of areas for further research. Practical implications In this paper the authors argue that by looking at gamification as more than just a set of tools for improving motivation and engagement a company can address some pitfalls of a particular type of knowledge workers. Originality/value Gamification is a new, but increasingly popular approach, which has been shown to be powerful in many areas. This paper is novel in that it initiates a dialogue around the impact that gamification might have on KM.

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