caerCentral Asian Economic ReviewCentral Asian Economic Review2789-43982789-4401Университет Нархозcaer-284Research ArticleБИЗНЕС И КОРПОРАТИВНОЕ УПРАВЛЕНИЕBUSINESS AND CORPORATE MANAGEMENTОсновные характеристики компетенции управления знаниями для успешного стратегического развития организацииUnderlying characteristics of knowledge management competence for successful strategic development of organizationТаяуоваГ. Ж.TayauovaG.

Таяуова Гулжанат Жубаткановна, PhD Менеджмента

Gulzhanat Tayauova, PhD

Almaty

Алматы Менеджмент УниверситетКазахстанAlmaty Management UniversityKazakhstan20182802201801100109Copyright © Таяуова Г.Ж., 20182018Таяуова Г.Ж.Tayauova G.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://caer.narxoz.kz/jour/article/view/284

Цель исследования – Проанализировать теоретическую основу компетенции управления знаниями и выявить характеристику компетенции управления знаниями, необходимые для успешного стратегического развития организации.

Методология – Исследование было проведено с использованием вторичных данных, в частности научных статей с теоретическими и эмпирическими исследованиями зарубежных ученых, проводивших исследование в сфере управления знаниями.

Оригинальность/ценность – Автором приведено описание концепции компетенций управления знаниями. На основе изучения исследований зарубежных ученых в области управления знаниями, автором представлены определения таких концепции как индивидуальная и организационная компетенция знаний, основная и отличительная компетенция, динамические способности, активы знаний, а также выявлены необходимые навыки для формирования компетенции управления знаниями для индивидуального и организационного развития.

Выводы – По результатам исследования можно сделать вывод, что для успешного формирования и развития системы управления знаниями необходимо создание компетенции знаний, где основным фактором является знание и его ключевая роль в организации. А также, успех управления знаниями возможен только при наличии четкой стратегии управления знаниями, поддерживающей организационной культуры, стиля руководства, а также гибкой структуры.

Purpose – The purpose of this study is to analyze theoretical foundations of knowledge management competence and identify underlying characteristics of knowledge management competences necessary for successful strategic development of an organization.

Methodology – The study was carried out using secondary data, in particular scientific articles with theoretical and empirical studies of foreign scientists conducting research in the field of knowledge management.

Originality / value – The author describes the concept of knowledge management competencies. Based on the study of foreign scientists' research in the field of knowledge management, the author presents the definitions of such concepts as individual and organizational knowledge competence, core and distinctive competence, dynamic capabilities, knowledge assets, and also identified the necessary skills for forming knowledge management competences for individual and organizational development.

Findings – According to the results of the research, it can be concluded that for the successful formation and development of knowledge management system, it is necessary to  create  knowledge  competence, where the main factor is knowledge and its key role in the organization. And also, the success of knowledge management is possible only if there is a clear knowledge management strategy, supportive organizational culture, management style, and flexible structure.

– управление знаниямикомпетенция управления знаниямиорганизационные навыкидинамические навыкиактивы знанийknowledge managementknowledge management competenceorganizational skillsdynamic capabilitiesknowledge assetsReferencesNonaka, I. The knowledge-creating company // Harvard Business Review. – 1991. – № 6 (8). – p. 96-Nonaka, I. (1991), "The knowledge-creating company", Harvard Business Review, Vol. 6 No. 8, pp. 96-104.Freiling, J. A competence-based theory of the firm // Management Review. – 2004. – № 15 (1). – p. 27-52.Freiling, J. (2004), "A competence-based theory of the firm", Management Review, Vol. 15 No. 1, pp. 27-52.Teece, D. J., Pisano, G., Shuen, A. Dynamic capabilities and strategic management // Strategic Management Journal. – 1997. – № 18 (7). – p. 509-533.Teece, D.J., Pisano, G., Shuen, A. (1997), "Dynamic capabilities and strategic management", Strategic Management Journal, Vol. 18 No. 7, pp. 509-533.Sanchez, R. Understanding competence-based management: identifying five modes of competence // Journal of Business Research. – 2004. – № 57. – p. 518-532.Sanchez, R. (2004), "Understanding competence-based management: identifying five modes of competence", Journal of Business Research, Vol. 57, pp. 518-532.Drejer, A. Organizational learning and competence development // The learning organization. – 2000. – № 7 (4). – p. 206-220.Drejer, A. (2000), "Organizational learning and competence development", The Learning Organization, Vol. 7 No. 4, pp. 206-220.Grant, R. M. Toward a knowledge-based theory of the firm // Strategic Management Journal. – 1996. – № 17. – p. 109-122.Grant, R.M. (1996), "Toward a knowledge-based theory of the firm", Strategic Management Journal, Vol. 17, pp.109-122.Curado, C., Bontis, N. The knowledge-based view of the firm and its theoretical precursor // International Journal of Learning and Intellectual Capital. – 2006. – № 3 (4). – p. 367-381.Curado, C. and Bontis, N. (2006), "The knowledge-based view of the firm and its theoretical precursor", International Journal of Learning and Intellectual Capital, Vol. 3 No. 4, pp. 367-381.Nonaka, I., Takeuchi, H. The Knowledge Creating Company. How Japanese Companies Create the Dynamics of Innovation. – Oxford: Oxford University Press, 2005.Nonaka, I., Takeuchi, H. (2005), The Knowledge Creating Company. How Japanese Companies Create the Dynamics of Innovation, Oxford University Press.Ugwu, C., Ifeanyi, J. E. Competencies for successful knowledge management applications in Nigerian academic libraries // International Journal of Library and Information Science. – 2010. – № 2 (9). – p. 184-189.Ugwu, C., Ifeanyi, J.E. (2010), "Competencies for successful knowledge management applications in Nigerian academic libraries", International Journal of Library and Information Science, Vol. 2 No. 9, pp. 184-189.10 Freeze, R. D., Kulkarni, U. Knowledge management capability: defining knowledge assets // Journalof Knowledge Management. – 2007. – № 11 (6). – p. 94-109.Freeze, R.D., Kulkarni, U. (2007), "Knowledge management capability: defining knowledge assets", Journal of Knowledge Management, Vol. 11 No. 6, pp. 94-109.Niu, K. Knowledge management practices and organizational adaptation. Evidences from the high technology companies in China // Journal of Strategy and Management. – 2010. – № 3 (4). – p. 325-343.Niu, K. (2010), "Knowledge management practices and organizational adaptation. Evidences from the high technology companies in China", Journal of Strategy and Management, Vol. 3 No. 4, pp. 325-343.Kogut, B., Zander, U. Knowledge of the firm, combinative capabilities, and the replication of technology // Organizational science. – 1997. – № 3 (3). – p. 383-397.Kogut, B. and Zander, U. (1997), "Knowledge of the firm, combinative capabilities, and the replication of technology", Organizational Science, Vol. 3 No. 3, pp.383-397.

The authors declare that there are no conflicts of interest present.