Problemi Ekonomiki (Jun 2018)
A Methodological Approach to Forming and Developing Strategic Knowledge of an Enterprise
Abstract
The article presents a methodological approach to forming and developing strategic knowledge of an enterprise, the main idea of which is defining the concept “strategic knowledge of an enterprise”, as a key factor of development that manifests itself in expediency of management decisions; using best practices, business strategies, new models of market behavior; receiving innovative results in products, services and technologies. In accordance with the provision that professional knowledge and competence of management personnel are in the focus of strategic knowledge management, there singled out declarative, procedural and causal types of strategic knowledge of an enterprise. Declarative knowledge is fixed in normative documents and presented in a formalized form in reports, standards, plans, methods. Procedural knowledge is associated with developing and using tools and methodological support for a management system. Causal knowledge is related to creation of a material basis for effective operation of an enterprise. The identified types of strategic knowledge (declarative, procedural and causal) allowed to form a system of indicators and, through selecting an expert method of assessment, interpreting the results, to develop a set of measures for solving problematic issues regarding the formation and effective use of strategic knowledge in an enterprise. The methodological approach was tested in PJSC “KharP”. As experts, the top and mid-level management of the integrated UIEC company (the industrial group, which includes PJSC “KharP”) were chosen. In total, 15 managers participated in the survey. Summarizing the results of the practical approval of the methodological approach to forming and developing strategic knowledge of an enterprise, it should be noted that the main activities should be aimed at creating an effective training system in accordance with the following requirements: meeting the real needs for developing the competence of management personnel (often training programs are formal and do not contribute to improving knowledge of management personnel); consistency with management standards and compliance with international practices and management standards, best practices and specifics of the activity the enterprise is engaged in; orientation towards integrated use and development of declarative, procedural and causal knowledge.
