A study on Enterprise under Globalization Competition Knowledge Management and Creation Overhead Construction

1. A study on Enterprise under Globalization Competition Knowledge Management and Creation Overhead Construction Chang-Hsing Chang, Overseas Chinese University Tsai Chen Li, Chihlee Institute of Technology Nick Meng-Jen Hsieh, Master Student of Overseas Chinese University Mei-Hsiang Hsu, Overseas Chinese University---Correspondence

2. Abstract • Is it possible to manage knowledge? • Its significance is placed on the same level with human resource management. • The strategies, models, processes and activities should be implemented by a company.

3. The Problem and its Background Introduction • Knowledge management requires a particular system of dissemination that will reach every worker, who is able to implement received knowledge in products creation and services providing (Teece, 2002). • Every company should dispose its workers to release their knowledge (Teece, 2002).

4. The Problem and its Background Statement of the Problem • Find out the knowledge workers in an organization to see if they are capable of their jobs in the percentage of job achievement. • In the aspects of organization, technique, process, and manpower support, the performance can only be greatly achieved if the killer application of the knowledge management and fulfillment is found. • Find out the key points to attain the goals, and implement the chain value management, and sharing, creation, and use of knowledge management.

5. The Problem and its Background Objectives of the Study • To build “ a model of fulfillment of knowledge management theory” to find out the combination of sit ingredients: strategies, business process, culture, style properties, IT, organization, and HRM (Human Resource Management) in the process of knowledge activities in an organization.

6. The Problem and its Background Hypothesis of the Study • In the age of knowledge economics the core values of an enterprise lie mostly in the management of knowledge and the created added value.

7. The Problem and its Background Assumptions of the Study • The researcher of the study must use appropriate and up to date information. • Personal experience and attitude to the problem is valuable.

8. The Problem and its Background Significance of the Study • To help the researcher and those who are interested in the topic to understand in what way knowledge management is conducted in the organization. • To help managers and administrators to pay more attention to the knowledge management and teach them what activities and processes are the most effective for its implementation.

9. Methodology Research design • This study was conducted to find out what are the factors that play significant role in the knowledge management process of a company: • Corporate (organizational) culture. • Employees’ qualification. • Learning culture. • Management support. • Integration of knowledge processes to the company's processes. • Using of new IT technologies.

10. Results and Analysis of Data Spiral theory of knowledge by Ikujiro Nonaka • Ikujiro Nonaka has elaborated and proposed a model of knowledge creating processcalled spiral, explains dynamic nature of knowledge creation and shows how to manage this process effectively (Schwartz, 2006).

11. Knowledge management Style properties HR processes and practices Using IT technologies Company’s culture Proper strategy Results and Analysis of Data Model of fulfillment knowledge management theory • A successful knowledge management application combination. Table 1

12. Results and Analysis of Data The role of HR department in knowledge management • The main role in the development and strengthening knowledge management by means of "learning" and "culture change” initiatives, belongs to HR. • HR gives positive strengthening for Knowledge Management by means of organizing evident knowledge sharing events and amplifying skills and development of competency of the employees (Schwartz, 2006).

13. Results and Analysis of Data The impact of HR processes and practices on the knowledge sharing in a company • Job rotation • Networked organization • Training

14. Results and Analysis of Data The role of organizational culture in knowledge management Table 2

15. Results and Analysis of Data Knowledge Management Strategies • the organization’s vision of good vision for knowledge management, • the scope, limits, targets and objectives of the knowledge management plan, • changes in the organizational culture the culture change approach which would be applied, • the implementation of new resources (human and technical), • a projected management framework (comprising processes and technologies), • an analysis of areas of strategic knowledge, • an analysis of the organization, its culture, business background, peculiarities, constraints and organizational environment where it is necessary to implement knowledge management, • the knowledge management business drivers, • possible risks:Such system should be implemented in every organization to take care of proper knowledge sharing and distribution process and avoid of leakage of knowledge (Asprey, 2003).

16. Results and Analysis of Data Summary • The modern business manager can discover and learn new ways, measures, new technologies, and new capabilities, but it requires his ability to collect and transfer information in practical formats and distribute knowledge in order to meet the demands of the organization he works for.

17. Results and Analysis of Data Major findings • After the research conducted it was found the about 60 % of the companies use the model of fulfillment of knowledge management theory and in this model corporate or organizational culture and HR management play very important role.

18. Results and Analysis of Data Recommendations • Based on the research and findings, the researcher recommends the companies to use knowledge management with the help of certain processes and activities. Every company should design its own processes according to its own culture, style and type of organization.

19. References Asprey, L. (2003). Integrative Document and Content Management: Strategies for Exploiting Enterprise Knowledge. LA: Idea Group Publishing Drucker, P. (2008). The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management (Collins Business Essentials). London: Harper Paperbacks Teece, D. (2002). Managing Intellectual Capital: Organizational, Strategic, and Policy Dimensions (Clarendon Lectures in Management Studies). Oxford: Oxford University Press, USA Schwartz, D. (2006). Encyclopedia of Knowledge management. New York: IGI Books.

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