Knowledge Organization Case Study

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According to Sveiby (1996), the Knowledge Organization is a subgroup of service industry. On the one hand, the business logic is based on high efficiency and the objective of industrialized pre-programmed production is targeted towards the mass market. On the other hand, in the knowledge group, they have to identify their customers individually. Therefore, the business logic of knowledge firm is to attract the personnel and the customers then match the chemistry and capacity between them. Corporate image is the reputation that the knowledge organization obtains from satisfying customers’ demands ( Sveiby, 1996). Moreover, the organization image is the value of the company’s name and customer network. However, corporate image is intangible …show more content…

The characterizes of knowledge organization it that the majority of staffs are highly educated, where the production not includes products and services but complex non-standardized problem-solving. Moreover, the real assets of the knowledge company are the knowledge of the employees. The process of dealing with problems consists of many information processing and the results generally a report or contents hard copy. According to Sveiby (1992), there are two key factors to ensure knowledge strategy successfully used by knowledge companies. Firstly, the companies have had to adapt to the needs of their clients, to tailor-make their problem solving. Secondly, they must have to create a strategy combined individual remuneration with their performance, they have had to maintain and develop the valuable knowledge of their employees as their main assets. Meanwhile, the organization needs to build a leadership based on mutual trust and respect their …show more content…

Companies can fully use their knowledge throughout the organization, developing their existing experiences, appropriate knowledge from partners or other organizations, meanwhile, exploring new technologies and new markets. A knowledge-based strategy formulation should start from key basic intangible sources: the competence of people. People are seen as the real agents in business, whether the tangible assets or the intangible assets are results of people activities. Additionally, Sveiby (2001) identifies two features that contribute to knowledge strategy formulation. Firstly, high editorial productivity, which means the knowledge company needs to recruit highly educated staff, create collaborative environments, build flat organization, invest in new technology and apply computerize analytical modules. Conversely, Krogh et al. (2001) confirms that the strategies formulated based on the knowledge theory can be classified into four categories: leveraging, expanding, appropriating, and probing. Figure 1: Four knowledge

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