Экономические науки/6. Маркетинг и менеджмент

Netreba I.O.

PhD in Economics, Associate Professor

Taras Shevchenko National University of Kyiv

Kyiv, Ukraine

Knowledge management system at the enterprise: organizational model

At the present stage of business development, strategic planning of information technology to assess the effectiveness of the company under the influence of information technology and the processes of interaction between employees. The strategy of information system should be carried out as part of a strategic program of technical and technological training. This is due to the dominant factor in management:

1. Permanent changes in the structure of business processes.

2. Many of alternative management decisions and necessity to choose the best option.

3. Necessity of increase contacts with business partners and customers.

4. Increased competitiveness in the market.

5. The need to resolve problems in management of the enterprise the purpose of economy material resources.

6. The need evaluations of the scope and difficulty of market infrastructure.

7. Construction of system capital accumulation.

Based on these factors, it became necessary to replace the existing information systems, which do not satisfy the requirements of the business. Information systems could not meet new business needs of the enterprise, did not form a consolidated system of the company, did not provide full processing of data, which is used for management decisions, could not manage the logistics and planning of innovative activity of the enterprise.

It is reasonable to build the organizational model of information and technological support of enterprise, including structural element "Knowledge management system." The main objective of this system is the creation, accumulation and application of knowledge in the company. The criterion of its effectiveness of enterprise employees is the ability promptly receive the information, ideas and knowledge. The basis of organizational knowledge management model the company has three key elements (Table 1):

Table 1. Key elements of the organizational model of knowledge management at the enterprise [1, p.165; 2, p. 82]

Element of model	Types of element	The role played by the element in the model
TECHNOLOGY	information management manufacturing	Identify the sources of knowledge; The choice of tools of exchange, accumulation, storage and diffusion of knowledge: · traditional tools (corporate repositories of knowledge, corporate and intracorporate Web-portals, employee motivation methods the exchange of information); · software for management of corporate knowledge; Building of movement knowledge way at the enterprise
STAFF	The generator of ideas Owner of knowledge Consumer of knowledge	Search application areas using of the new knowledge; Developing recommendations for the application of new knowledge
BUSINESS PROCESS	Typical Modified New	Knowledge Using; Variables and correction of business processes

The interaction of these elements provides communications between subject and object management. The result of this process is the evaluation of data on internal and external factors that are the basis for making optimal management decisions in the manufacturing sector (Figure 1).

Figure 1. The organizational model of knowledge management at the enterprise*

*Source: created by author

As shown in Figure 1, the strategic development of enterprises depends on the ability to innovate. Based on this scheme to the following conclusions [3, p. 58; 4, p. 43]:

1. A precondition the sustainable development of innovative processes in the manufacturing sector is the introduction of knowledge management system.

2. Obtaining better performance is achieved by using in the production of information that accumulated over a long period and transformed into knowledge.

3. Knowledge management can be evaluated as a development strategy, which aims to search for useful information for the company, for staff development, getting experience.

Therefore, the urgency to implement knowledge management system due to necessity of creating of new knowledge during the information diffusion and exchange. At the same time, it is appropriate to select a number of factors that limit the use of knowledge management [5, p. 400]:

1. Human component: low realization the effectiveness of corporate knowledge, problems finding the necessary information, the availability of knowledge that can not be formalized, insufficient training of staff to understanding of new knowledge.

2. System component: In the process of production necessary to consider information relating to the different systems of knowledge and interaction between different social spheres, which are constantly changing.

3. Time component: low speed search (receipt) of storage expertise required information an important variable of technological solutions and influences the rate of decision-making at different levels of management. An important role is played by the degree of ownership of HR tools and techniques in data search system. This factor should be given special attention during the training of system users.

Thus, the introduction of knowledge management systems is important for solving practical problems enterprises that implement innovations

References:

1. Yu Chung Hung, Shi Ming Huang, Quo Pin Lin, Mei Ling Tsai, (2005) «Critical factors in adopting a knowledge management system for the pharmaceutical industry» Industrial Management & Data Systems, Vol. 105 (2), 164 – 183.

2. Hansen, D. J. (2003). «E-Learning: Strategies for Delivering Knowledge in the Digital Age». Educational Technology & Society, 6(3), 80-81.

3. Chih-Ping, W., Jen-Hwa, H., and Hung-Huang, C.(2002). “Design and evaluation of a knowledge management system”, Software Journal, 19(3), 56-59.

4. I. Nonaka, H. Takeuchi (1991). «The knowledge-creating company: How Japanese Companies Create the Dynamics of Innovation», Harvard Business Review, November-December, 22 (28), 40-44.

5. Wiig K.M. (1997). «Integrating intellectual capital and knowledge management», Long Range Planning. Vol. 30 (3), 399-405.