AD ALTA
JOURNAL OF INTERDISCIPLINARY RESEARCH
According to Zack innovative skills are those that enable the
company to lead the industry and competition and very different
company from the competition. Innovative knowledge often
allows the company to change the "rules of the game" by
introducing new business practices (Zack, 1999). According to
Gottschalk such knowledge enables companies to expand market
share by obtaining new customers and increasing the level of
services for existing customers (Gottschalk 2007).
Customer knowledge refers to understanding your customers,
their needs, wants and aims. It is essential if a business aligns its
processes, products and services to build real customer
relationships. It includes intimate and tacit knowledge such as
that of key account managers, and distant or analytic knowledge
including database information about sales, web-behavior or
other analytical piece of data. (Dobney 2000)
3. Strategy
According to Johnson, strategy it expresses the direction of the
organization providing a competitive advantage by organizing
resources in the turbulent environment in order to meet market
needs and stakeholders (Johnson 1999). Author Zack inclined to
the definition if it adds that it is a balancing act between the
external environment and internal capabilities of the company.
The traditional model of strategic management defines the
strategy in terms of product - market, but in terms of the
knowledge society it is necessary to focus more on the
company's resources, which are more durable and therefore a
strategy based on enterprise resource has a long-term impact
than the traditional approach (Zack, 1999). Importance of long-
term action strategies shared by the author Finlay, who writes
that the strategy reflects the long-term direction of the company
and exploiting the opportunities in which it can be something to
do or something to develop (Finlay, 2000).
The transition to a new way of strategy is the transition to a
knowledge-based society. According Šmída creation strategy in
the past was the role of top management. He collected the
information, evaluate it and develop strategies which then
communicates with employees in the form of jobs. The role of
employees was not a strategy to express themselves, but realize
commanded task. Thus, at the time of the knowledge society,
which is starting to take account of the potential (knowledge)
workers, they are gaining weight to considerations of strategy
development (Šmída 2003).
4. Selection strategies based on knowledge
According to Johnson, strategy frames heading of organization
providing competitive advantage through set up resources in
turbulent environment in aiming to fulfill market demand and
stakeholders (Johnson, 1999). Zack inclines towards definition
adding that it is about balance between external environment and
internal possibilities of company. Traditional model of strategic
management defines strategies in circumstance product –
market, but in circumstances of knowledge society, focus on
company resources, which are more stable is needed. Strategy
based on company resources has longer-lasting influence than
traditional approach.(Zack, 1999). Importance of long-term
effect of strategy advocates also Finlay, who remarks that
strategy represents long-term heading of company and
opportunities utilization within which something could be done
or developed. (Finlay, 2000).
That means that important in decision making about strategic
heading is knowledge. For strategic heading the important is not
particular knowledge, but it is important to think about it in
general, how it is perceived by external and internal company
environment.. This general point of view divides according to
Gottschalk and Zack into core, advanced and innovative. If a
company would know these three types of knowledge, it will be
able to decide easier, which strategic heading is appropriate and
whether choose new or old path in strategic heading (Gottschalk,
2007)(Zack, 1999).
For effective decisions about strategic direction is a
methodology based on enterprises with knowledge. Separation
of knowledge on nuclear, advanced and innovative became the
basis of the entire decision-making process. Research has
confirmed the effectiveness of the strategic direction depends on
the use of knowledge workers and customers within consumer
and employment policy.
Separation of the individual policies were created under the
generic classification of knowledge. Customers may carry
innovative ideas, advanced or nuclear. To this they were created
following key responses:
Nuclear: Elementary activity - customers are just carriers
of ideas that probably saw in competition.
Advanced knowledge: Advanced Activity - customers are
carriers of ideas that probably saw in the competition and
they can suggest some improvements.
Innovative Knowledge: Innovation activity - customers are
carriers of new ideas in any sense (processes, products,
technologies).
Also, employees may carry innovative ideas, advanced or
nuclear. To this they were created following key responses:
Nuclear knowledge: Employees are trying to perform your
job well and sometimes they convey ideas, improvements
that have seen probably in competition.
Advanced knowledge: Employees suggest various
improvements, optimization based on their experience.
Innovative knowledge: employees are owners of entirely
new ideas in any sense (processes, products, technologies).
For the following defined access to knowledge could create
several combined employee and customer knowledge activities.
Figure 2 Customer and staff activities
After confirming that the effectiveness of the strategic direction
depends on the combination of knowledge activities of
employees and customers (Gottschalk, 2007) (Zack, 1999), it
was necessary to model the complex which will provide
information that is a matter for the strategic direction of the
particular combinations of knowledge. It was used
correspondence analysis, the statistical form groups with
common similar results. Red circles are based on the tightest of
dependence between a combination of knowledge and strategic
direction type (Strategic heading depends on developing
competencies and combining new and existing products.
According to Johnson, these headins exist:: use of new
technological solutions and technologies, creating new products,
restructuring - change of business, change operations within the
process) (Johnson, 1999).
After ensuring that effectivity of strategic heading depend on
combination of knowledge activities of employees and
customers, the need for obtaining information, which strategic
heading pertain to which combination of knowledge.. For this, a
correspondence analysis which statistically create groups whit
most frequent similar results, was used. Red circles were created
according to closest dependency between knowledge
combination and type of strategic decision making (strategy
type). To perform the analysis, only data from responders, who
specify that they would not change their strategy for 90-100%
were taken. The results are reported in Figure 3 and 4.
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