Ekonomika a management
EVALUATION OF KNOWLEDGE SYNERGY COMPONENTS
The 21st century is characterised by social transformations, as economic development relies on knowledge rather than labour force, natural resources or capital as before (Jankauskienė et al., 2012). Drucker (1980) and Strassmann (1989) were among the ﬁrst ones to talk about the importance of information and knowledge expressed in words – it is one of the most important and special resources which, when in use, can bring signiﬁcant beneﬁts.
Jméno a příjmení autora:
Ilona Skačkauskienė, Denisa Hrušecká, Aušra Katinienė, Martin Čepel
Knowledge management, knowledge synergy, knowledge sharing, intellectual capital, evaluation, communication
DOI (& full text):
There is no doubt that knowledge is a key asset of any organisation, enabling it to get a competitive advantage, implement innovation, deal with difﬁculties and improve its management processes.…více
There is no doubt that knowledge is a key asset of any organisation, enabling it to get a competitive advantage, implement innovation, deal with difﬁculties and improve its management processes. Requirements on employees´ knowledge have been rising in recent years, especially with regard to the new trends and currently the widely discussed fourth industrial revolution. In the emerging network economy and knowledge society, organisations must be ready for complex knowledge dissemination and management processes. Knowledge is collected, stored, assessed, and created by an organisation and shared by its members. In the course of knowledge dissemination, members of the organisation create synergy which generates unique knowledge. Managing organisational knowledge necessary for the creation of added value and the acquisition of a competitive advantage requires evaluating the knowledge synergy and its components. The paper aims at identifying knowledge synergy components and providing an evaluation method of employees’ knowledge synergy and its components to have a rational and objective evaluation of employees’ knowledge, relations among employees, and organisational knowledge synergy. To achieve this aim, knowledge synergy components are identiﬁed, evaluation issues are revealed, types of knowledge synergy relations are presented together with an evaluation formula for each of these relations, components of employees’ knowledge and factors reﬂ ecting knowledge content are speciﬁed, an evaluation formula for each component is provided, and an organisational knowledge synergy evaluation method is described. Due to its versatility, presented results are applicable in any industry or business area for measuring and improving intellectual capital as well as for benchmarking purposes. The research applies methods of analysis, synthesis, graph theory and combinatorics as well as a systematic approach.
Ekonomika a management