Table of Contents TOC o “1-3” h z u 1

Table of Contents
TOC o “1-3” h z u 1.Introduction PAGEREF _Toc508892201 h 12.Role of Image: PAGEREF _Toc508892202 h 13.Reputation of Company PAGEREF _Toc508892203 h 14.Choice of Clients: PAGEREF _Toc508892204 h 15.Conclusion PAGEREF _Toc508892205 h 26.References PAGEREF _Toc508892206 h 2
Introduction:
Knowledge Organization basically deals with the formation of an organization how an organization is formulated so that all of its customers are fully contented and it reaches the peak of business. When Managing an Organization, Sveidy says that Customers don’t remodel to the rules of the Organization but Organization itself moulds in such a way that it has more than 85% of the delighted customers. He described three basic factors which stand like a wall while studying Knowledge Organization which are:
Role Of Image
Reputation of Organization
Choice of Clients
Role of Image: From Sveiby Point of View, Image of an organization plays the most significant roles in the success of it. Image is the value of the organisation’s name and customer network. Role of image plays vital role when a customer wants to buy something, he first thinks of what the role of company is, what is present in the minds of people about that specific organization.

While, from Edmund point of view, Image is an impression the publics have about the organization’s products/services and its behaviour to relevant audience that is customers, employees, stakeholders and the communities where it operates.

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The view point which is similar in both writers is that the think that Image of an organization plays the Most Crucial role in Knowledge Organization.

Reputation of Company:
According to Syeiby, Customers are sensitive to the reputation of thecompany’s best people so one way of increasing the reputation is to recruit or develop real high-flyers who are able to more than fulfil the customers’ demands. Company’s own reputation is key factors when customer are getting their goods. They check whether that person is loyal and faithful in his dealings or not.

While from Edmund thoughts we infer that, A company’s overall reputation is a function of its reputation among its various stakeholders (investors, customers, suppliers, employees, regulators, politicians, nongovernmental organizations, the communities in which the firm operates) in specific categories (product quality, corporate governance, employee relations .Reputation includes Loyalty , faithfulness , stature ,character, Honesty .Firms with strong positive reputations attract better people. They are perceived as providing more value, which often allows them to charge a premium.

Choice of Clients:Sveiby states that, Choice of clients can be generalised into seeking advantages along two dimensions: volume and complexity. Volume is to aim at high volume dominance or a small volume niche. High volume companies can spread their investments in Knowhow and Corporate Image over a larger volume, because there exists a positive economy-of-scope in intangible investments. You care about how your target audience and customers perceive your brand, but you need to care about how everyone perceives your reputation: that includes your target audience, your niche markets, your customers, your competitors, community members, employees, strangers, those who support it and those who don’t.
Nha Nguyen narrates that, You’re not giving your best to clients when you feel resentful, annoyed, under-appreciated, or under-paid. Either remove what is causing the resentment (under-charging, too-quick turnarounds, bad habits), or be at peace with letting that client go, and move on with your business. You will be defined more by the clients you turn down than those that you work with.

Syeiby distinguishes the Customers/Clients into different ways in order to study them easier and deal easily with mindset of them.

Conclusion:
In the end, I would like to conclude that Role of image, Reputation and Choice of Clients are three major factors in the success of any organization, Professionals should work on these three areas to make the Organization a trustable and progressing in the long run.

As,
“It takes many good deeds to build a good reputation, and only one bad one to lose it.”
—Benjamin Franklin
References:
Pshchology and Marketing by Zhilin Yang,Robin T. Peterson
Long Range Planning by HYPERLINK “https://www.sciencedirect.com/science/article/pii/S0024630198000740” l “!” Edmund R.Gray HYPERLINK “https://www.sciencedirect.com/science/article/pii/S0024630198000740” l “!” John M.T.BalmerInternational Journal of Bank Marketing from Nha NguyenTable of Contents
TOC o “1-3” h z u 1.Introduction: PAGEREF _Toc508891798 h 12.Knowledge Production: PAGEREF _Toc508891799 h 13. Knowledge Management PAGEREF _Toc508891800 h 24. Conclusion PAGEREF _Toc508891801 h 25. References PAGEREF _Toc508891802 h 2
Introduction:Knowledge based theory of the firm is the key factor in the management of the firm. Knowledge based firms run often more smoothly than other firms because all the members (employees and heads) are fully engaged with internal and external activities of the firm. It is based on two sections
Knowledge Production
Knowledge Management
Knowledge Production:According to Sveiby, The word ?Strategy is usually associated with activities and decisions concerning the long-term interaction of an organisation with its environment. Strategic management literature is recently analysing the competitive advantage in a way that it associates firm performance variation to intangible factors Knowledge-based capabilities are considered to be the most strategically important ones to create and sustain competitive advantage. Superior talent is recognized to be the main creator of sustained competitive advantage in high performance firms. The capacity to learn faster than competitors could turn out to be the only sustained competitive advantage.

In organizations, Employees have the specific way of expressing themselves which serve as a STURCTURE for them, which basically is draft in which they pour in their capabilities and hardwork to get the best out of them. Most ?things? in organisations are such dynamic relationships, so verbs such as?knowing and ?organising? are better descriptions than the nouns knowledge and organisation. Value chain is one of the Important concepts when dealing with strategic knowledge of organization, it describes the chain from manufacturing and transportation of physical goods to supplier via factory to a buyer.

Sveiby introduced ten issues relating to knowledge strategy of an organization few of which are
1.Knowledge transfers/conversions between individuals2. Knowledge transfers/conversions from individuals to external structure3. Knowledge transfers/conversions from external structure to individuals
Andrew H. Gold,Arvind Malhotra ;Albert H. Segars state, A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. 
Knowledge Management:
Sveiby writes, organisational viewpoint the knowledge has effectively doubled. Knowledge shared is knowledge doubled. many managers believe that buying a database is equal to ?Knowledge Management.

Knowledge management is the new evolving concept nowadays.

Knowledge management refers to the individuals dealing with the data from competence level to internal structure of the organization.

From Antonio Messeni Petruzzelli perspective, a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or “preconditions” for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.

Conclusion:
This article is seeking to explore the practical implications of an epistemological approach tostrategy formulation. In doing so it tries to expand the field of Knowledge Management and Intellectual Capital beyond its operational and often inwardly technological focus to encompass the possibility of a new theory of the firm. It is beyond the scope of a single article to more than scratch the surface of the far-reaching topic.

But we can state that
“The culture of a workplace – an organization’s values, norms and practices – has a huge impact on our happiness and success.”
References:
Knowledge Management: An Organizational Capabilities Perspective By Andrew H. Gold,Arvind Malhotra ;Albert H. SegarsKnowledge of the Firm, Combinative Capabilities, and the Replication of Technology By Antonio Messeni Petruzzelli

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