جستجوی مقالات مرتبط با کلیدواژه « knowledge management systems » در نشریات گروه « صنایع »

The purpose of this research is to identify and prioritize the criteria of knowledge management systems using BSC. The research method is descriptive-survey and the type of applied developmental research is Friedman and AHP ranking tracking method. Statistical population included all experts and top managers of Pars Khodro Company (157 people) and sample size was 111 people based on Cochran formula. Data were collected using a questionnaire designed by previous studies and expert opinions. Content validity index (CVR) was used to determine the validity of the questionnaire and Cranach’s alpha coefficient of 0.728 was used to determine its reliability. Data were analyzed using SPSS and EXPERT CHOICE statistical software. The results showed that: BSC's vision is financial, customer, growth and learning and internal processes respectively. From the financial point of view, the CEO's financial knowledge is the highest and avoidance of duplication of costs is the lowest, and from the customer's perspective, the highest priority is to improve the quality of customer service and the customer's least. And change in the system is the least important of the improvements, and lastly, the internal process view has the least degree of effectiveness of the system in achieving the most desirable organizational objectives and document size.

Now a days Customer knowledge is one of the most interesting topics for every organizations in order to gain competitive advantage. Competitive advantage can be achieved through creation of new knowledge. The point is that it is important to know that how information about customers is collected and lead to create new knowledge. In this paper, we consider the levels of support for customer knowledge creation processes by customer relationship management (CRM) in the case. All CRM systems that used in the organization were identified and categorized based on semi-structured interviews with experts in various fields. Then the process of knowledge creation that is created by each system were identified. The survey showed that analytical CRM systems support combination process, operational CRM systems support socialization and externalization processes, and collaborative CRM systems support socialization process. On the other hand, collaborative and analytical CRM systems support internalization process by creating learning opportunities.

Open innovation represents an emergent paradigm, which organizations must become familiar with and apply it in practice sooner or later in order to survive and prevent their failure. Factors such as diffusion of knowledge, increasing costs and complexity of R&D, the shortening of the technology life cycles, the growth of venture capital and presence of knowledgeable suppliers and clients, have weakened the close innovation paradigm. So, self-sufficient, inward focus, monopoly of knowledge and capital investment on internal research, does not create competitive advantages for organizations any more. In open innovation era, organizations make use of both internal and external resource of knowledge to drive their innovation processes, also search different internal and external ways to develop their markets. With regard to inescapable deployment of open innovation, now the question is what items should be considered by organizations in the shift from close innovation to open innovation? In other words, what are the requirements for implementing open innovation approach in organizations? This paper will answer the question by review of pervious research to identify and describe dimensions which could lead organizations in order to implement open innovation. These dimensions which named “the requirements to shift from close innovation into open innovation” and presented in conceptual framework of paper, are: networking, open innovation processes, organizational structures and knowledge management systems. Organizations should notice these dimensions interact each other, so change along one dimension will impact on the others.

Now a days Customer knowledge is one of the most interesting topics for every organizations in order to gain competitive advantage. Competitive advantage can be achieved through creation of new knowledge. The point is that it is important to know that how information about customers is collected and lead to create new knowledge. In this paper, we consider the levels of support for customer knowledge creation processes by customer relationship management (CRM) in the case. All CRM systems that used in the organization were identified and categorized based on semi-structured interviews with experts in various fields. Then the process of knowledge creation that is created by each system were identified. The survey showed that analytical CRM systems support combination process, operational CRM systems support socialization and externalization processes, and collaborative CRM systems support socialization process. On the other hand, collaborative and analytical CRM systems support internalization process by creating learning opportunities.