<abstract xmlns="http://www.w3.org/1999/xhtml"><bold>Background and Purpose:</bold> This paper analyses the strategic aspects of knowledge management in organizations in Serbia, from the theoretical and empirical point of view. In its theoretical part, the paper analyzes the latest literature in the fields of knowledge management, relations between communications strategyes and knowledge management, generations of knowledge management and organizational culture.<bold>Design/Methodology/Approach:</bold> In its empirical part, the paper deals with determining the level of knowledge management in Serbian organizations through diffrent generations of knowledge management, as well as the problem with explicit and tacit knowledge management. The hypotheses were tested using data colleted from organizatons in Serbia via questionnaire, which consisted of 50 questions to examine five key factors in knowledge management.<bold>Results:</bold> The results showed that out of 41 indicators, only eight are rated positively. Results of t-test indicate significant distinctions within factors affecting the quality of knowledge management, as well as differences in quality of explicit and tacit knowledge management, therefore they confirmed both hypotheses.<bold>Conclusion:</bold> The knowledge management projects in organizations in Serbia are initiated, as well as that belonging to the first generation of knowledge management can be defined.</abstract>

Background and Purpose: This paper analyses the strategic aspects of knowledge management in organizations in Serbia, from the theoretical and empirical point of view. In its theoretical part, the paper analyzes the latest literature in the fields of knowledge management, relations between communications strategyes and knowledge management, generations of knowledge management and organizational culture.Design/Methodology/Approach: In its empirical part, the paper deals with determining the level of knowledge management in Serbian organizations through diffrent generations of knowledge management, as well as the problem with explicit and tacit knowledge management. The hypotheses were tested using data colleted from organizatons in Serbia via questionnaire, which consisted of 50 questions to examine five key factors in knowledge management.Results: The results showed that out of 41 indicators, only eight are rated positively. Results of t-test indicate significant distinctions within factors affecting the quality of knowledge management, as well as differences in quality of explicit and tacit knowledge management, therefore they confirmed both hypotheses.Conclusion: The knowledge management projects in organizations in Serbia are initiated, as well as that belonging to the first generation of knowledge management can be defined.

Strategic Aspect of Knowledge Management

Organizacija

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

{"article-title":"Strategic Aspect of Knowledge Management"}

Background and Purpose: This paper analyses the strategic aspects of knowledge management in organizations in Serbia, from the theoretical and empirical point...

Strategic Aspect of Knowledge Management

Publié en ligne: 12 juin 2017

Pages: 163 - 176

Reçu: 06 févr. 2017

Accepté: 15 avr. 2017

DOI: https://doi.org/10.1515/orga-2017-0011

Mots clés
knowledge management, strategy, explicit knowledge, tacit knowledge, knowledge generations

© 2017 Olja Arsenijević et al., published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Strategic Aspect of Knowledge Management

Publié en ligne: 12 juin 2017

Pages: 163 - 176

Reçu: 06 févr. 2017

Accepté: 15 avr. 2017

DOI: https://doi.org/10.1515/orga-2017-0011

Mots clésknowledge management, strategy, explicit knowledge, tacit knowledge, knowledge generations

© 2017 Olja Arsenijević et al., published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Mots clés
knowledge management, strategy, explicit knowledge, tacit knowledge, knowledge generations