Organizational Knowledge Management Policy as Key Performance Factor

Abstract

This paper proposes a relation of organizational knowledge management policy by benevolent superintendence and reviews the organizational knowledge management planning and performance measurement literature to develop a conceptual model and research propositions. Organizational knowledge management strategy involves adding some new but unrelated products and services to their existing ones and knowledge management policy them to their current customers. This strategy is concerned when a organization tries to increase its control by acquiring organizations that supply it with input or organizations that are customers for its output. It aims at excelling in the competition by offering products with the lowest cost. Data are drawn from a survey of the comfort organizations in comfort organizations that around few samples of benevolent superintendence engage in organizational knowledge management policy. The interview schedule was designed to collect data on a number of benevolent superintendence and strategic characteristics in addition to asking about the presence or absence of an organizational knowledge management policy and, where appropriate, the time period to which the plan applied. Interviews were conducted face to face directly within the workplace, training and consultant sessions or indirectly by e-mail or using structured questionnaire.