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- W2102164893 abstract "The purpose of this study is to examine how knowledge management has been applied in the business development life cycle. In addition, a proposed knowledge matrix is utilized in conjunction with a production pipeline. This study discusses three of the four different business life cycle stages and their related strategies. Life cycle analysis (LCA) theory is adopted in both the organizational development and knowledge management stages. The knowledge involved in running a business can be represented as a strategic resource which can help to enhance competitive advantage. However, this advantage will be eroded if the company does not continually update its knowledge. Several interesting findings are discussed in this study, such as how globalization affects the profit efficiency of firms implementing different knowledge management strategies. Moreover, this work will also consider which form of knowledge management is most important at different stages of the life cycle of a business. The contribution of this study is that it investigates whether the life cycle of the business plays a role in the use of activity-based costing, quite apart from the actual size of the business. Earlier studies report that the use of activity-based costing increases along with the size of firms. However, although those businesses in the maturity and revival phases of their life cycles are often larger than firms in a growth phase, not all of them can be considered as large companies. A case study of the Taiwanese company that sells golfing products to global market is examined, and several useful strategies are presented for managers. Key words: Knowledge management, life cycle analysis, organization development." @default.
- W2102164893 created "2016-06-24" @default.
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- W2102164893 date "2012-06-27" @default.
- W2102164893 modified "2023-10-18" @default.
- W2102164893 title "Applying KM matrix and LCA theory to organizational development" @default.
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- W2102164893 doi "https://doi.org/10.5897/ajbm11.886" @default.
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