The Role of Knowledge Management Infrastructure and Process in Agile Textile Industry of Iran

Document Type : Original Article

Authors

1 M.A. Yazd University.

2 Assistant Professor, Yazd University.

Abstract

Knowledge as the most competitive aspect of that organization enables the organization to be productive and free from competitive products and services. One of the foundations of increasing knowledge management productivity is effective agility. The high volume of literature development in the field of knowledge management and organizational agility illustrates the importance of these two categories. In this paper, we examine the form of convergence of the two in that their dimensions are strongly correlated and argue that organizational agility is achieved when knowledge management, in every respect, is in equilibrium. be . Yazd textile companies were selected as the study and their agility and knowledge management status was assessed using a questionnaire. This article describes the findings of this study.

Keywords


1. Ashrafi, Noushin., et al. (2005). A Framework for Implementing Business Agility through Knowledge Management Systems. Proceedings of the Seventh IEEE International Conference on E-Commerce Technology Workshops, 116 – 121.
2. Barsky, N., Marchant, G. (2000). The most valuable resource: measuring and managing intellectual capital. Strategic Finance Magazine , 58-62.
3. Becker, Franklin. (2001). Organisational agility and the knowledge infrastructure. Journal of Corporate Real Estate. 3: 1, 28–37.
4. Cao, Q., Dowlatshahi, S. (2005). Impact of alignment between virtual enterprise and info tech on business performance in an agile manufacturing. Journal of Operations Management, 23, pp. 531-550.
5. Davenport, T., Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA,.
6. Davis, T. (1996). Managing knowledge-work support functions. Journal of General Management , 68-86.
7. Dess, G., & Picken, J. (2000). Changing roles: leadership in the 21st century. Organizational Dynamics , 28, 18-34.
8. Dove, Rick. (1999). Knowledge Management + Response Ability. Paradigm Shift International, http://www.parshift.com.
9. Earl, M.J. (1999). Opinion: what is a chief knowledge officer?. Sloan Management Review, Vol. 40 No.2, pp.29-38.
10. Geraint, J. (1998). Share strength: developing a culture of knowledge sharing. People Management , 44-47.
15. Goldman, S. L., Nagel, R. N., Preiss, K. (1995). Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer. New York: Van Nostrand Reinhold.
16. Greengard, S. (1998). Will your culture support KM?. Workforce , pp. 93-94.
17. Gunasekaran, A. (1999). Agile manufacturing: a framework for research and development. International Journal of production Economics , 87-105.
18. Hasanali, F. (2002). Critical Success Factors of Knowledge Management. Hasanali,F., (2002), “Critical Success Factors of Knowledge Management .
19. Hornby, A. S., (2000). Oxford Advanced Learner’s Dictionary of Current English, Sixth Edition, Oxford University Press.
20. Hsieh, C., Yang, H., Lin, B. (2002). Roles of knowledge management in online procurement systems. Industrial Management & Data Systems , 365-370.
21. Hung, Y.C., Huang, S.M., Lin, Q.P., Tsai, M.L. (2005). Critical factors in adopting a knowledge management system for the pharmaceutical industry. Industrial Management & Data Systems; 105(2), pp.164-83.
22. King, A. W., & Zeithalm, C. P. (2003). Measuring organizational knowledge: A conceptual and methodological framework. Strategic Management Journal , 763–772.
23. Levy, Meria., Hazzan, Orit. (2009). Knowledge management in practice: The case of agile software development, Proceedings of the 2009 ICSE Workshop on Cooperative and Human Aspects on Software Engineering table of contents, 60-65.
24. Moffett, S., McAdam, R., & Parkinson, S. (2003). An empirical analysis of knowledge management applications. Journal of Knowledge Management , 23, 6-26.
25. Nonaka, I., Takeuchi, H. (1995). The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, New York, NY,.
26. O’Brien, O., Crauise, R. (1995). Employee involvement in performance improvement: a consideration of tacit knowledge, commitment and trust. Employee Relations , p. 110.
27. Pérez-Bustamante, Guillermo. (1999). Knowledge management in agile innovative organizations. Journal of Knowledge Management, Volume 3 · Number 1, pp. 6–17.
28. Ryan, S. D., Prybutok, V. R. (2001). Factors affecting knowledge management technologies: a discriminative approach. Journal of Computer Information Systems , 41, pp. 31-7.
29. Sharifi, H., Ismail, HS., Reid, I. (2006). Achieving agility in supply chain through simultaneous “design of” and “design for” supply chain, Journal of Manufacturing Technology Management:17 (8), pp. 1078-1098.
30. Tsourveloudis, N.C., Valavanis, K.P. (2002). On the measurement of enterprise agility. Journal of Intelligent and Robotic Systems, pp. 329–342.
31. Ulrich, D. (1998). Intellectual capital ¼ competence £ commitment. Sloan Management Review , 15-26.
32. Wild, R. H., Griggs, K. A., Downing, T. (2002). A framework for e-learning as a tool for knowledge management. Industrial Management & Data Systems , 102, 371-80.
33. Youssef, M. A. (1992). Agile manufacturing: a necessary condition for competing in global markets. Industrial Engineering, pp. 18-20.
34. Yusuf, Y., Sarhadi, M., Gunasekaran, A. (1999). Agile manufacturing: the drivers, concepts and attributes. International Journal of production economics , 33-43.
35. Zhang, David Z. (2010). Towards theory building in agile manufacturing strategies – case studies of an agility taxonomy. International Journal of Production Economics.