• Keine Ergebnisse gefunden

The Need of Knowledge Management Strategy for the Successfully Implementation of Reengineering Projects

N/A
N/A
Protected

Academic year: 2022

Aktie "The Need of Knowledge Management Strategy for the Successfully Implementation of Reengineering Projects"

Copied!
12
0
0

Wird geladen.... (Jetzt Volltext ansehen)

Volltext

(1)

Munich Personal RePEc Archive

The Need of Knowledge Management Strategy for the Successfully

Implementation of Reengineering Projects

Stefanescu, Laura and Stefanescu, Andy

Spiru Haret University, Faculty of Financial Management Accounting, University of Craiova, Faculty of Economics and Business Administration

16 March 2008

Online at https://mpra.ub.uni-muenchen.de/7794/

MPRA Paper No. 7794, posted 16 Mar 2008 17:15 UTC

(2)

The Need of Knowledge Management Strategy for the Successfully Implementation of Reengineering Projects

Laura TEFĂNESCU Andy TEFĂNESCU

Abstract

! ! " ! # #

# " ! # # # # $

! # # $ % #

" ! # & ' # # $

% ! & #

& & # ( & ! )* # + !

" # ! # # $ # ! " ! #

# #

, &$ !

" ! # & # " ! # # #

# # $

Keywords

:( % " ! # % " ! # # % # % # #% $

1. Introduction

- # # # & .//0 #

" % ! #

# # ! % # #

# # $

1 & ! % & % 2 % %

& & " #

# # 3 " #% # %

' & # % &

# & #

& " ' % ! & !

! & & ' % &

(3)

# # 4 + % 1

# # ! #

' " % ## & ! 50 0

# # $ !

! # & "

# & # #

' # % ! # # + #

6 # % # # & +

* # # $ & " #

' ! # # % & "

& # # ' # %

# # $ 7 # % % 8 & &

, # & % # "

# "

" # ! # # 6 $

" % # & ! # 2

% % & # & !

& % # # # % & % ! % %

% $ # #

$ !

2. Knowledge as a part of management and development.

6 # # # 9 # % # !

" # " ! # # 7)*8 !

" ! # # #

# " ! # # #

# # # " ! #

) ! # & # :;<%

& 9

, # & # ! # " ! # % %

# " % # % &

+ = " ! # # & #

# 9 & ! " ##

# " ! # # & ! # +

(4)

2 # # # # 3 " ! # &

+ % % #

( " ! # & %

# & % > & % # % # % "

+ " ! # " ! # " % %

# % # # ( " ! #

" & 2 " ! #

!

( . ?% ! # ! " ! # ( & " ! # #

# # $

( " ! # # & ! # :.<% :5<

" ! # & & % 2 % %

# # # # $

& " # & # " ! # + # #

% & % " ! # % # &

:?< " ! # # # " ! #

2 % % %

# " ! # % #

# & & ! " ! #

7 + 8 " ! # " # &

#

- " ! # # : <% :@<% $ & (

& & # A

" ! # 2 & >

" ! # & & >

" ! # & >

) ! # # & >

( & # # " ! # & # # #

2 " ! # ( ! > # # # " ! # #

(5)

" ! # & # % " ! # " ! #

% " " ! # & & " ! # % (

& # # " ! # " ! # 2 ! #

# # $ ! & % " ! #

# # " % %

# 3 # # " :.?< = (

& " ! # 2 2 % & % #

" ! # & . ( # " ! # 2

! "

Knowledge Quality KM Technology Sample Knowledge Management Tools

) ! # ) ! # - B C4 ! "

) ! # - & ) ! # 6

7* 8 D

4 C

) ! # # " ! # ! & " ! # &

# + # 7 + 8 " ! # & >

# :/< ( # & ? (

" ! # #

# $ % !

IT Capabilities Knowledge Management

Technology Sample Tools

) ! #

2

&

) ! #

7 E 8

6 ( #

4 # #

= (

& '

* #

E R P #

) ! #

&

&

# ) ! #

7 C & 8

4 ! "

'''

> C >

6 ,DC'()(C' " !

4 C

6

* & #

) ! #

(

&

>6 - # ) ! #

* # ) ! # 6

"

C R M #

E+ S

- & 7D ## % * 4% 8

6 " #

) ! #

#

&

6 ( #

(

#

%

* #

(6)

% !

# &

" #

B + % " ! # 2 & & # !

& # ( ! + #

& ) ! # * #

# % % & (

! # " & #

# "

# 3 ! ! #

# # # # # $ #

% ! # # & & '(

' ) * +

Reengineering Project

Stages

Objectives of the Reengineering Project Stages

Recommended Informational Technologies

1. Identification of the problems

> # & #

& F

> - # 9

>

, G>6 % E

R P #% E+ S

S % C R

M # %T Q M # 2. Reverse

Reengineering

> #

#

B > # A

-( % 6 G # 7 8%

, # * 76 48

3. Direct Reengineering

> " # # B P O #% G+

E6 -% 6 % *

4. Accomplishing the reengineering project

> & # C

! & #

# %

& F

> & #

G% - % , # % -G4

7 8% 6 %

# ' "& % # #

# # A = EE% (* 4% =

6 % ( %

5. Project Implementation

> # > $ $

# & F

> # >

&

( #A

B 4 7 > % #

! " !8%

* #

# # # 2 " #% %

# 9 & % % ! % "

& ! & ! # 9 # &

" ! " & % & & % ! #

! ! " # ! H # # # :..<

(7)

3. Developing a KM strategy

& % # # $ )* # #

$ # > # 1& " ! # > & # ( %

# " ! # % ! "

#

# # $ # ! % ! &

" ! # # # #

# & #

% 4 :I< # & # ! "

# ! %

J J # 7 #

+ 8 J J # %

! % % "

% ! # )* # K

! & & & &

( ! " # 7 8

)* &

" & 2 !

B % " & ! " 7 # ( 8 2

&

( ! # #

#

# )* # #

& ! # & #

" ! # # ' & " ! )*

2 % + & +

)* # 6 % # 2

% & A

#

#

#

3 #

" +

#

&

"

(8)

B % # 2 & &

" ! # # ( $ 1 1% #

% #% # % '

! # % !

' # )* # " "

! # # L # + K

! " ! # K

' ! & K

( K

! & & 2 7 + 8 & # ! ! ! " !K

! & K

! " ! # K

# " ! # " ! #

K

( 7 8 7 8

! ! # ,

G # " ! # # # &

)* & ! A

> ! > # #

" ! # # #

& #

6 > > " &

# # # " % ! "

# # " ! # #

G # % % )* #

& :. <

! " ! # # %

" ! # # # ! & A

# !

# !

G & # " ! #

# # ! % &

" ! # # # # # $

(9)

#% # # " ! #

2 ! + " ! # % %

#

6 % ! " ! #

# # ' & # ! #

" ! # # # ! # # $ 2

A

& ! # " ! # # % #

% ! #% # #

$ F

-L # # # $ F

B # " ! # # # ! "

# % ! ! " " &

B # . H * # # " ! # # #

STRATEGIC INPUTS

RECOMMENDATIONS

STRATEGIC & TACTICAL INITIATIVES KEYSSTAFF GROUPSNEEDS ANALYSIS

PEOPLE PLAN TECHNOLOGY PLAN

( + #

" ! #

#

#

" ! #

#

# " ! #

& # %

# 3

( + # " ! #

& % # %

# 3

# # 3 9

& #

&$

( " ! # &

2

& &$

( # & !

&

" ! # "

( # 3 9

" ! #

" &

( # 3

# &

#

# * " ! #

" #

(10)

# )* # & $

& A

> ! ! # 2

! & # >! % ! ! & &

$ & # 2 ! A % "

& % % % &

% % $ & " %

F

> > " ! # # #

" & # & %

# % " ! # # 2

( % %

4 # & # #% #

, # # )* # %

&$ # #% & # +

& ! 2 # # !

& D % !

# # A

A ' K

A ' # 9 K

& A ' # 9 $

# K

5. Conclusions

! # # $ % #

" ! # & ' # # $

: <% :.0<% ! & #

& & # ( & ! )* # +

! " # ! # # $ # !

" ! # # # 9 & + #

! ! # # # " ! # # #

& # # $

- # " ! # # & & #

# & # B #

& % ## # # + + &

(11)

" ! # # 2 # # 9 #

& ! " ! # # ( 2 # 9

# & " ! # # 2

( 2 # #

# % # # " ! # #

# # $ % A

# " ! # 2

" ! # # 1 & # F

# " ! #

# # F & #

+ #% + #% #% #%

# " ! #

5. Bibliography

:.< % - ) .

6 % 6 % ?00

:?< B % / % G

% ( % ?000% -

: < D -% M % ! % 0 ! %

- % 6 ! > % ?00

:;< D N % % 1 2 0 / 3

! % ) % # ( ?00I%

:5< 6 % = % ! % 4 5 6 7

* % # ( ?00I%

:I< * % 4 4 % %. 7 8 2 % ! %

6 - !% 7?8 H .0I>..I% ACC & &

: < % % 6 " % D - % ) % 9 5 )

) 0 : $ 6 4 % # * #

M . % 4 7;8C?00;% 5 @>5//

:@< * % O % ! % 6$- * 0 ;

2 % ( # A G+ 1 M = .I ;C?000% 5>.I

:/< - * %! % A G+ G )*

% G % ?005

:.0< % 4 6 ) % #

( 6 % * # G % . >. M ?00 % "

(12)

:..< % # % * = % ) 6 2 )

; * 6 % # ( -

G # # = ( % 3 = * & % * & % % ?@> 0 M % ?00I

:.?< ! % % ! % 0 4 2 !

* 7? G 8% - % 4MA % ?00?

:. < ' " % * ) 3 M % * D # % ; ; 9 !%

2 % ) ! # * # % M ?005

Referenzen

ÄHNLICHE DOKUMENTE

This thesis aims to study post adoption user characteristics of mobile banking applications in Estonia more specifically how important is the technology for Estonian Bank

While most of the studies have been concentrated on the development a credit scoring model based on the logistic regression with the dependent variable representing

The business model concept has many different usages such as converting company’s competence into economic value (Teece, 2010), creating value from an innovative solution (Chesbrough

Having conducted five semi-structured interviews with the HR manager and heads of departments at “Nova Poshta” in Poltava and having used the additional article provided by HR

Using firm level data about perception of different obstacles, the result shows that when affiliate company perceives political instability as an obstacle it does not have

Firstly, ASIC devices are solely developed for mining bitcoins and as the level of difficulty of mining bitcoins has gone through a tremendous rise since the launch of the

This study collected quantitative data from 339 highly educated Chinese adult workers in two different types of enterprises (state-owned enterprise and private-owned

They highlight that transformational leaders are focused on the future and hence value creativity and innovation and can create environments that enable collaboration towards