Linking knowledge management practices to organizational performance using the balanced scorecard approach
The purpose of this study is to develop a decomposed model to inspect the effect of knowledge management practices (knowledge sharing culture [KSC], knowledge-based human resource management [KHRM], strategy and leadership [SL S&L positively and significantly affects only L&G and IP but does not have any significant effect on the other two, i.e. CS and FP, while ICT practices did not affect any of the measures significantly.,The data are limited to 277 middle and senior level managers of Indian firms, which may be a limiting factor for generalizability.,The proposed model uncovers the dynamics of individual relationships between KM practices and measures of performance (proposed by BSC) in comparison to existing models which have mainly focused on the overall effect.
Flexibility of Cyber Physical Production Systems (CPPS) has already been widely discussed, but apart from some definitions, only few measures exist. These, however, are required to compare different CPPS regarding their flexibility and the effort necessary to increase flexibility during evolution. This paper presents the application and evaluation of already proposed flexibility and adaptivity metrics for automated Production Systems. The interdependencies among product, process and resource are shown. An AML description is provided for a lab size application example as a basis to demonstrate changes that incorporate flexibility. Such changes are to produce heavier work pieces (WPs), realize different processes and use different resources. At the example of the model in Automation Markup Language (AML), we highlight the interdependencies between product, process and resource, thus showing the strengths and weaknesses of the proposed metric.