مدیریت دانش شرکت ها در شرایط رکود: حساب های منافع ذینفعان، تخصیص منابع مرکز مسئولیت Corporate knowledge management in Ramp-up conditions: The stakeholder interests account, the responsibility centers allocation

Introduction Russian machine-building enterprises face an urgent need to switch to the production of high-tech products, targeting the civil market that have a high export potential. Diagnosis of the current state of relevant enterprises [1], showed that a key challenge is to ensure the effective management of changes, reducing the “time to volume” with mass Ramp-up on several enterprises within the large holdings. In the previous study [2], the authors examined quality management indicators during the Ramp-up period in the context of individual elements of value-chain. Obtained results enabled us to identify the issue of corporate knowledge management as a priority for further research, since knowledge management is one of the basic factors influencing the process of new products development and the achievement to the planned production capacity. Literature analysis devoted to the Ramp-up during recent years clearly reflects the gradual formation of the need for conceptual understanding of human capital management issues and the collection of business knowledge. As the actual article, affecting knowledge management issues, the work of Heine et al. [3] and Stiller et al. [4] should be noted. In that work during the expert focus group the main features of personnel management within the framework of the Ramp-up were considered, in particular, such aspects as knowledge management, competency modelling, reward systems, leadership development, employee selection, and team development. As an important hypothesis outlined in the article, it may be noted the Ramp-up success dependence from whether the project team specific acquired competencies are developed in the framework of pre-formed target competency model. Another important thesis is the need for proper selection and adaptation of the management team under the specific objectives of concrete Ramp-up project. The detailed review of the literature given in the analysed article, however, demonstrates low level of conceptual and empirical elaboration on the field of human resources management in the Ramp-up process. A typical example of purposeful enterprise knowledge management during the Ramp-up is the case of Hyundai Steel. The study Sungwoo [5] clearly showed the dependence of the construction speed, technology and debugging and output on a production capacity of several blast furnaces from knowledge management technologies. In particular, the overlapping strategy was applied in Hyundai Steel, when the new blast furnaces were put into operation so that the teams working on each of the project implementation phase, could move from one blast furnace to the other, transferring the experience and the competence from one project to the next one. In addition, this case has reflected the importance of orientation on external steak holders in the framework of knowledge management. Permanent intensive feedback from the client (Hyundai Motors) within a single holding company allowed Hyundai Steel to quickly adapt smelting technology and develop specific know-how in the production process. Levitt et al. overviews the learning by doing phenomenon in the automobile assembly plant [6]. Notably the authors consider not only the learning process but also the aspects of knowledge stock formation. On the statistical basis the authors show how learning effect decreases “defect-per-car” ratio and enables to increase the assembling speed. The research provides a clear description of the corporate knowledge importance, however it lacks the description of practical managerial implications.