摘要：Contemporary organizations operate in turbulent environment, where a strong competition prevails. Present markets are no longer definite geographically, i.e., they became global and international. Therefore the organizations to further remain successful should acquire a longterm competitive advantage. However the enterprises become incapable to ensure this process, since their activities are based on limited material resources only. Unfortunately a competitive advantage may not be guaranteed even by human resources; the shortage of the latter both qualitative and quantitative becomes more significant every day. Knowledge, which generates a new creative potential and establishes a surplus value, becomes the main criterion of the success. Organizations, when developing new knowledge, create organizational perpetuum mobile, i.e., new invented products are manufactured, more efficient methods are applied, thus ensuring profitable activities, which enable to focus even more on the development, transfer and implementation of new knowledge in the organization. However desultory “hunting” or retention of the knowledge will not provide good results. A consistent and systematic process of knowledge management, which is defined by the stages of knowledge identification, acquirement, development, interchange/ distribution, application, and retention, is necessary. As one of the most significant factors the spread of knowledge may be mentioned, when knowledge created for all members of organization is transferred. Transfer of knowledge is particularly important, since individual knowledge does not form a surplus value, and may remain individual and ulterior.
其他摘要：Contemporary organizations operate in turbulent environment, where a strong competition prevails. Present markets are no longer definite geographically, i.e., they became global and international. Therefore the organizations to further remain successful should acquire a longterm competitive advantage. However the enterprises become incapable to ensure this process, since their activities are based on limited material resources only. Unfortunately a competitive advantage may not be guaranteed even by human resources; the shortage of the latter both qualitative and quantitative becomes more significant every day. Knowledge, which generates a new creative potential and establishes a surplus value, becomes the main criterion of the success. Organizations, when developing new knowledge, create organizational perpetuum mobile, i.e., new invented products are manufactured, more efficient methods are applied, thus ensuring profitable activities, which enable to focus even more on the development, transfer and implementation of new knowledge in the organization. However desultory “hunting” or retention of the knowledge will not provide good results. A consistent and systematic process of knowledge management, which is defined by the stages of knowledge identification, acquirement, development, interchange/ distribution, application, and retention, is necessary. As one of the most significant factors the spread of knowledge may be mentioned, when knowledge created for all members of organization is transferred. Transfer of knowledge is particularly important, since individual knowledge does not form a surplus value, and may remain individual and ulterior.
