台湾中小企业知识管理与组织效能
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摘要
本研究主要在探究中小企業知識管理與組織效能,基于中小企業主管對轉型領導認知之研究,本研究首先蒐集台灣及國外對轉型領導、知識管理及組織效能有關的研究文獻,加以歸納分析,發展出本研究之調查量表問卷初稿,即進行問卷的預試工作,經評估預試的「信度」、「效度」的檢測及專家學者的修正意見,完成正式問卷量表。
本研究之問卷調查對象為獲選台灣經濟部中小企業處所頒之第一屆至第八屆「小巨人獎」之160家中小企業為受測對象,每家企業抽訪四位企業主管進行問卷調查,共發出問卷640份,回收問卷數為572份,有效問卷數為552份,有效回收率為86.25%。本研究以背景變項為依據進行描述性統計之外,並進行單因子變異數分析,考驗不同背景變之差異情形,並以Scheffe法進行事後比較;另以皮爾遜積差相關、典型相關、及逐步多元迴歸分析等統計方法,了解轉型領導、知識管理、組織效能之各層面间的相關及迴歸模式的預測情況;最後,針對統計分析的結果,再進一步深入對專家學者進行訪談,探究更深層的意義。綜合文獻分析、問卷調查之統計考驗及訪談分析,本研究獲得以下結論:
一、轉型領導、知識管理、組織效能三量表統計分析重要結論:(一)轉型領導量表結論:對轉型領導的認知,企業主管任職年資長者顯著高於年資短者;行政部門主管高於製造業務部門主管;企業成立時間較短之主管高於成立時間較長者。(二)知識管理量表結論:對知識管理的認知,任職年資較低之企業主管感受度較高;企業成立時間愈短者之企業主管感受度較高。(三)組織效能量表結論:對組織效能的認知,企業主管年齡愈輕高於年紀較長者;企業主管任職製造業務部門較行政管理部門高;企業成立時間較短之主管有較高的認知。
二、轉型領導、知識管理、組織效能三量表相關分析結論:(一)「轉型領導」與「知識管理」有高度相關:各層面均有顯著性相關。(二)「轉型領導」與「知識管理」有高度相關:在「個別關懷」、「建立願景」、「激勵鼓舞」表現愈積極,則在「組織效能」上的「創新能力」、「應變能力」上愈有正向的表現態度。(三)「知識管理」與「組織效能」有高度相關:在「知識移轉」、「知識應用」、「知識取得」愈積極,在「組織效能」上的「創新能力」、「應變能力」上愈有正向的表現。
三、預測模式:(一)建構「轉型領導」對「組織效能」之預測模式:以「個別關懷」、「建立願景」、「激勵鼓舞」對「組織效能」最具預測力。(二)建構「知識管理」對「組織效能」之預測模式:以「知識移轉」、「知識應用」、「知識取得」對「組織效能」最具預測力。
依據本研究結論,分別對中小企業及後續研究者提出建議,提供有關中小企業轉型領導、知識管理及提升組織效能之參考。
The subject of this study is on the SME's Knowledge Management and Organizational Performance. Based on the study of the SME leaders' awareness of transformational leadership, this study will firstly gather Taiwanese and foreign research literatures related to transformational leadership, knowledge management and organizational performance, categorize and analyze them, and then develop a draft for the study's questionnaire. The next step is the carry out the questionnaire draft review work by assessment of the credibility and feasibility test, and the experts' comments which subsequently lead to the completion of the formal study questionnaire.The target group of this questionnaire is the 160 Taiwanese SMEs which are the recipients of the 1st to 8th National Awards of SMEA, endorsed by the Small and Medium Enterprise Administration (SMEA) of Ministry of Economics Affairs (MOEA). These questionnaires are given to 4 business executives from each company and in total, 640 questionnaires are given out, with 572 returned. The valid returns are 552, with a valid return percentage of 86.25%. Besides using the descriptive statistic for this study, the one-way ANOVA method is used to test the difference in target group background. The Scheffe method is used for post mortem comparison. Furthermore, by employing the Pearson product-moment correlation, canonical correlation and stepwise multiple regression analysis methods, we can understand the different levels of relationship between transformational leadership, knowledge management and organizational performance, and the predictive outcome of regression mode. Lastly, using the results of statistical analysis, we can engage in a further and deeper interview with the domain experts and reach a more profound level of understanding. Together with literature analysis, statistical tests from the questionnaires and expert interview analysis, this study has reached the following conclusions:1. The 3 important statistical analysis findings of Transformational leadership, knowledge management and organizational performance are:a. Transformational leadership analysis findings: On the better understanding of transformational leadership: Business executives with longer employment histories outnumber those with shorter ones. Administrative department heads outnumber the operational department heads. Business executives in newly set up companies outnumber those with longer company histories.b. Knowledge Management analysis findings: On the better understanding of knowledge management:
? Business executives with shorter appointment periods possess a higher awareness.? Business executives in companies with shorter set up possess have a higher awarenessc. Organizational Performance analysis findings: On the better understanding of organizational performance:? Younger business executives outnumber those who are older.? Production department heads outnumber the administrative department heads.2. The 3 important correlation analysis findings of organizational performance, knowledge management and organizational performance are:a. Transformational leadership and knowledge management have significantly high correlations at all levels.b. Transformational leadership and knowledge management have high correlations at these levels: Individual concern, establishing prospect and inspiration encouragement. The higher correlation values will also result in positive influences on the organizational performances, namely in creativity and adaptability.3. Predictive Modelsa. Set up a 'Transformational Leadership' versus 'Organizational Performance' predictive model: With 'individual concern, establishing prospect and inspirational encouragement' versus 'Organizational Performance' as a good predictive model.b. Set up a "Knowledge Management' versus 'Organizational Performance' predictive model: With 'Knowledge Transfer, Knowledge Application and Knowledge Acquisition' versus 'Organizational Performance' as a good predictive model.Based on the conclusive findings of this study, advices on Transformational Leadership, Knowledge Management and Organizational Performance can be offered to SMEs and future researchers on these topics. The findings can also serve as a good study reference material.
本研究之問卷調查對象為獲選台灣經濟部中小企業處所頒之第一屆至第八屆「小巨人獎」之160家中小企業為受測對象,每家企業抽訪四位企業主管進行問卷調查,共發出問卷640份,回收問卷數為572份,有效問卷數為552份,有效回收率為86.25%。本研究以背景變項為依據進行描述性統計之外,並進行單因子變異數分析,考驗不同背景變之差異情形,並以Scheffe法進行事後比較;另以皮爾遜積差相關、典型相關、及逐步多元迴歸分析等統計方法,了解轉型領導、知識管理、組織效能之各層面间的相關及迴歸模式的預測情況;最後,針對統計分析的結果,再進一步深入對專家學者進行訪談,探究更深層的意義。綜合文獻分析、問卷調查之統計考驗及訪談分析,本研究獲得以下結論:
一、轉型領導、知識管理、組織效能三量表統計分析重要結論:(一)轉型領導量表結論:對轉型領導的認知,企業主管任職年資長者顯著高於年資短者;行政部門主管高於製造業務部門主管;企業成立時間較短之主管高於成立時間較長者。(二)知識管理量表結論:對知識管理的認知,任職年資較低之企業主管感受度較高;企業成立時間愈短者之企業主管感受度較高。(三)組織效能量表結論:對組織效能的認知,企業主管年齡愈輕高於年紀較長者;企業主管任職製造業務部門較行政管理部門高;企業成立時間較短之主管有較高的認知。
二、轉型領導、知識管理、組織效能三量表相關分析結論:(一)「轉型領導」與「知識管理」有高度相關:各層面均有顯著性相關。(二)「轉型領導」與「知識管理」有高度相關:在「個別關懷」、「建立願景」、「激勵鼓舞」表現愈積極,則在「組織效能」上的「創新能力」、「應變能力」上愈有正向的表現態度。(三)「知識管理」與「組織效能」有高度相關:在「知識移轉」、「知識應用」、「知識取得」愈積極,在「組織效能」上的「創新能力」、「應變能力」上愈有正向的表現。
三、預測模式:(一)建構「轉型領導」對「組織效能」之預測模式:以「個別關懷」、「建立願景」、「激勵鼓舞」對「組織效能」最具預測力。(二)建構「知識管理」對「組織效能」之預測模式:以「知識移轉」、「知識應用」、「知識取得」對「組織效能」最具預測力。
依據本研究結論,分別對中小企業及後續研究者提出建議,提供有關中小企業轉型領導、知識管理及提升組織效能之參考。
The subject of this study is on the SME's Knowledge Management and Organizational Performance. Based on the study of the SME leaders' awareness of transformational leadership, this study will firstly gather Taiwanese and foreign research literatures related to transformational leadership, knowledge management and organizational performance, categorize and analyze them, and then develop a draft for the study's questionnaire. The next step is the carry out the questionnaire draft review work by assessment of the credibility and feasibility test, and the experts' comments which subsequently lead to the completion of the formal study questionnaire.The target group of this questionnaire is the 160 Taiwanese SMEs which are the recipients of the 1st to 8th National Awards of SMEA, endorsed by the Small and Medium Enterprise Administration (SMEA) of Ministry of Economics Affairs (MOEA). These questionnaires are given to 4 business executives from each company and in total, 640 questionnaires are given out, with 572 returned. The valid returns are 552, with a valid return percentage of 86.25%. Besides using the descriptive statistic for this study, the one-way ANOVA method is used to test the difference in target group background. The Scheffe method is used for post mortem comparison. Furthermore, by employing the Pearson product-moment correlation, canonical correlation and stepwise multiple regression analysis methods, we can understand the different levels of relationship between transformational leadership, knowledge management and organizational performance, and the predictive outcome of regression mode. Lastly, using the results of statistical analysis, we can engage in a further and deeper interview with the domain experts and reach a more profound level of understanding. Together with literature analysis, statistical tests from the questionnaires and expert interview analysis, this study has reached the following conclusions:1. The 3 important statistical analysis findings of Transformational leadership, knowledge management and organizational performance are:a. Transformational leadership analysis findings: On the better understanding of transformational leadership: Business executives with longer employment histories outnumber those with shorter ones. Administrative department heads outnumber the operational department heads. Business executives in newly set up companies outnumber those with longer company histories.b. Knowledge Management analysis findings: On the better understanding of knowledge management:
? Business executives with shorter appointment periods possess a higher awareness.? Business executives in companies with shorter set up possess have a higher awarenessc. Organizational Performance analysis findings: On the better understanding of organizational performance:? Younger business executives outnumber those who are older.? Production department heads outnumber the administrative department heads.2. The 3 important correlation analysis findings of organizational performance, knowledge management and organizational performance are:a. Transformational leadership and knowledge management have significantly high correlations at all levels.b. Transformational leadership and knowledge management have high correlations at these levels: Individual concern, establishing prospect and inspiration encouragement. The higher correlation values will also result in positive influences on the organizational performances, namely in creativity and adaptability.3. Predictive Modelsa. Set up a 'Transformational Leadership' versus 'Organizational Performance' predictive model: With 'individual concern, establishing prospect and inspirational encouragement' versus 'Organizational Performance' as a good predictive model.b. Set up a "Knowledge Management' versus 'Organizational Performance' predictive model: With 'Knowledge Transfer, Knowledge Application and Knowledge Acquisition' versus 'Organizational Performance' as a good predictive model.Based on the conclusive findings of this study, advices on Transformational Leadership, Knowledge Management and Organizational Performance can be offered to SMEs and future researchers on these topics. The findings can also serve as a good study reference material.
引文
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16. Andrew H. G., Arvind M. and Albert H. Segars, (2001). "Knowledge Management: An Organizational Capabilities Perspective." Journal of Management Information System, vol.18.1, pp. 185-214.
17. Caruana, A.; Morris, M.H.; and Vella, A.J.(1998). "The effect of centralization and formalization on entrepreneurship in export firms." Journal of Small Business Management, 36, pp.16-29.
18. Child, J., and Mansfield, R. (1972); "Technology, size and organization structure." Sociology, 369-393.
19. Harem, T., Krogh, G. & Roos, J.(1996). Knowledge-based Strategic Change. In Krogh & Roos(ed.). Managing Knowledge-Perspectives on Cooperation and Competition, SEGE Publishcations.
20. Hidding, G. J. and Catterall, S.M.(1998), "Anatomy of a Learning Organization: Turning Knowledge into Capital at Andersen consulting", Knowledge and Proces management, vol.5 no.1, pp. 3 13.
21. Kaplan, R. S. and D. P. Norton. (1992). The balance sorecard-measures that drive performance. Harvard Business Review 70(1): 71-79.
22. Richard J Boland Jr, Jagdip Singh, Paul Salipante, John D Aram (2001). "Knowledge representations and knowledge transfer", Academy of Management Journal, Vol44.2, pp.393-417.
23. Wing, K. M.,(1997). "Roles of Knowledge-based System in Support of Knowledge Management, "Knowledge Management and Its Intergrative Elemente New York: CRC Press, 1997, pp. 103-116.
24. Bass, B.M., & Avolio. B.J.(1990). Transformational leadership development: Manual for the multifactor leadership questionnaire. Palo Alto, CA: Consulting Psychologists Press.
25. Bryman, A.(1992). Charisma and leadership in organizations. Lodon: Sage.26. Hendersh, S. M. (1996). An exploratory search for how an elementary principal's transformational leadership practice promote teacher professional development. Unpublished doctoral dissertation, University of Cincinnati.
27. Hitt, M. A., Middlemist, R. D., & Mathis, R. L. (1986). Management: Concepts and effective practive. Saint Paul, MN: West.
28. Robbins, S. P. (1998) Organizationalbehavior: Concepts, controversies, and applicaton(8th ed.). Upper Saddle River, NJ.: Prentice-Hall.
29. Allee, V. (1997). The knowledge evolution: Expanding organizational intelligence, Newton, MA: Butter worth-Heinemann.
30. Beckman, T.J.(1999). The current state of knowledge management. In Liebowitz, J.(Eds). Knowledge management handbook. (pp. 1-1—1-2). NY.: CRC press.
31. Borghoff, U.M., & Pareschi, R. (Eds.) (1998). Information technology for knowledge management. Berlin: Springer.
32. Bukowitz. W.R., & Williams, R.L.(1999). The knowledge management field book. London: Prentice Hall.
33. Burns, J.M.(1978). Leadership. New York:Harper and Row.
34. Center for education research and innovation. (2000), Knowledge management in the learning society. Paris: OECD. P.39
35. Chatzkel, J. (1999). Enterprise intelligence world summit: Annual knowledge conference and expositon. Jouanal of knowledge management practice, January. Retrieved
36. Chui, H.S., Sharpe, F.G. & McCormick, J. (1996). Vision and leadership of principals in Hong Kong. Journal of educational administration, 34(3), p.p.30-48.
37. Conger, J.A. & Kanungo, R.N. (1988) Behavioral dimensions of charismatic leadership. In Conger, J.A. and Kanungo, R.N. (Eds.), Charismatic Leadership: the Elusive Factor in Organizational Effectiveness. San Francisco Jossey-Bass.
38. Conley, D.T. & Goldman, P.(1994). Ten propositions for facilitative leadership. In J. Murphy & K.S. Louis (Eds.) Reshaping the principalship: Insights from transformational reform efforts. Thousand Oaks, CA: Corwin Press, Inc.
39. Davenport & Prusak(1998). Working Knowledge: How organization manage what they know. Boston: Harvard Business Review. p. 102 David skyrme associates (2002). Knowledge management assessment tool. Retrieved from: http://skyrme.com/tools/index.htm.
40. Duffy, J. (2000). Knowkedge management: What every information professional should know. Information management journal, Jul, 10-16.
41. Earl, M.J. (1997). Knowledge as strategy: reflections on Skandia international and Shorko Films In L. Prusak (Ed.), Knowledge in organizations (pp. 1-15). Newton, MA: Buytter worth-Heinemann.
42. Gore, C.& Gore, E. (1999). Knowledge management: The way forward. Total quality management, 10(4&5), 554-460.
43. Hater, J. J. & Bass, B.M. (1988). Supervisors' evaluation and subordinates' haterperception of transformational and transactional leadership. Journal of applied psychology. November, P695-702.
44. Hedlund (1994). A model of knowledge management & the N-form corporation. Strategic management journal, 15, p.86.
45. House, R.J. (1977). A1967 theory of charismatic leadership. In J. G. Hunt & L. Larson (Eds.), Leadership: The cutting edge (189-207). Carbondale, IL: Sourthen Illinois University Press.
46. Knapp, EM. (1998). Knowledge management Business & Econimic Review, 44(4),p3-6
47. Liebowitz, J. & Wiocox, L.(eds).(1999). Knowledge Management and Its Integrative Elements. Boca Raton: CRC Press.
48. Marshall, C., Prusak, L. & Shpilberg, D. (1997). Financial risk and the need for superior knowledge management. In L. Prusak (Ed.), knowledge in organizations (pp.99-133). Woburn, MA: Butterworth-Heinemann.
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51. Sveiby, K. E. (1997). The new organizational wealth: Managing & measuring knowledge-based assets. San Francisco: Berrett-Koehler.
52. Wiiig K. M.(1993). Knowledge management foundations: Thinking about thinking-How people and organizations create, represent, and use knowledge. Arlington, TX: Schema Press.. p. 20.
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54. Yukl, G. A. (1989). Leadership in oranizatons. Englewood Cliffs, NJ: Prentice-Hall.
55. Yukl, G. A. (1994). Leadership in organizations(2nded.).Englewood Coiffs, N.J.: Prentice-Hall.
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1. Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Boston: Harvard Business School Press.
2. Johnston, R. (1998). The Changing Nature, and Forms of Knowledge: A Review. Canberra: Department of Employment, Education, Training and Youth Affair.
3. Marquardt, M. J. (1996). Building the Learning Organizational: A System Approach to Quantam Improuament and Global Success. London: McGraw-Hill.
4. Bass, B.M.(1985), Leadership and performance beyond expectations, New York: The Free Press.
5. Bass, B.M.(1990), Form Transactional to Transformation Leadership: Learning to Share the Vision, New York: Organizational Dynamics.
6. Bass, B.M., & Avolio, B.J,(1990), The implications of transactional and transformational Leadership for individual, team, and organizational development, Research in Organizational Change, 4, 231-272.
7. Bass, B.M., & Avolio, B.J. (1994), Improving Organizational Effective Through Transformational Leadership, Redwood City, CA: Mind Garden.
8. Bass, B.M. & Paul, S.(1999). Ethics, Character, and Authentic Transformational Leadership Behavior, Leadership Quarterly, 10(2), p. 185.
9. Bryman, A (1992), Charisma and Leadership in Organizations, London: Sage.
10. Campbell, J. P.(1977), On the Natural of Organizational Effectiveness, San Francisco: Jossey.
11. House, R.J. & Arthur, M.B.(1993), The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory, Organization Science, November, 577-594.
12. Robbins, S.P.(1998), Organizational Behavior, New Jersey: Prentice-Hall, Inc.
13. Steven L. M., & Mary A.G.(2001), Organizational Behavior, New York: McGraw-Hill.
14. Yukl, G.A.(1989), Leadership in Organization(2nd ed.), Englewood Cliffs, New Jersey: Prentice-Hall, Inc.
15. Yukl, G.A.(1994), Leadership in organization(3rd ed), Englewood, Cliffs, New Jersey: Prentice-Hall, Inc.
16. Andrew H. G., Arvind M. and Albert H. Segars, (2001). "Knowledge Management: An Organizational Capabilities Perspective." Journal of Management Information System, vol.18.1, pp. 185-214.
17. Caruana, A.; Morris, M.H.; and Vella, A.J.(1998). "The effect of centralization and formalization on entrepreneurship in export firms." Journal of Small Business Management, 36, pp.16-29.
18. Child, J., and Mansfield, R. (1972); "Technology, size and organization structure." Sociology, 369-393.
19. Harem, T., Krogh, G. & Roos, J.(1996). Knowledge-based Strategic Change. In Krogh & Roos(ed.). Managing Knowledge-Perspectives on Cooperation and Competition, SEGE Publishcations.
20. Hidding, G. J. and Catterall, S.M.(1998), "Anatomy of a Learning Organization: Turning Knowledge into Capital at Andersen consulting", Knowledge and Proces management, vol.5 no.1, pp. 3 13.
21. Kaplan, R. S. and D. P. Norton. (1992). The balance sorecard-measures that drive performance. Harvard Business Review 70(1): 71-79.
22. Richard J Boland Jr, Jagdip Singh, Paul Salipante, John D Aram (2001). "Knowledge representations and knowledge transfer", Academy of Management Journal, Vol44.2, pp.393-417.
23. Wing, K. M.,(1997). "Roles of Knowledge-based System in Support of Knowledge Management, "Knowledge Management and Its Intergrative Elemente New York: CRC Press, 1997, pp. 103-116.
24. Bass, B.M., & Avolio. B.J.(1990). Transformational leadership development: Manual for the multifactor leadership questionnaire. Palo Alto, CA: Consulting Psychologists Press.
25. Bryman, A.(1992). Charisma and leadership in organizations. Lodon: Sage.26. Hendersh, S. M. (1996). An exploratory search for how an elementary principal's transformational leadership practice promote teacher professional development. Unpublished doctoral dissertation, University of Cincinnati.
27. Hitt, M. A., Middlemist, R. D., & Mathis, R. L. (1986). Management: Concepts and effective practive. Saint Paul, MN: West.
28. Robbins, S. P. (1998) Organizationalbehavior: Concepts, controversies, and applicaton(8th ed.). Upper Saddle River, NJ.: Prentice-Hall.
29. Allee, V. (1997). The knowledge evolution: Expanding organizational intelligence, Newton, MA: Butter worth-Heinemann.
30. Beckman, T.J.(1999). The current state of knowledge management. In Liebowitz, J.(Eds). Knowledge management handbook. (pp. 1-1—1-2). NY.: CRC press.
31. Borghoff, U.M., & Pareschi, R. (Eds.) (1998). Information technology for knowledge management. Berlin: Springer.
32. Bukowitz. W.R., & Williams, R.L.(1999). The knowledge management field book. London: Prentice Hall.
33. Burns, J.M.(1978). Leadership. New York:Harper and Row.
34. Center for education research and innovation. (2000), Knowledge management in the learning society. Paris: OECD. P.39
35. Chatzkel, J. (1999). Enterprise intelligence world summit: Annual knowledge conference and expositon. Jouanal of knowledge management practice, January. Retrieved
36. Chui, H.S., Sharpe, F.G. & McCormick, J. (1996). Vision and leadership of principals in Hong Kong. Journal of educational administration, 34(3), p.p.30-48.
37. Conger, J.A. & Kanungo, R.N. (1988) Behavioral dimensions of charismatic leadership. In Conger, J.A. and Kanungo, R.N. (Eds.), Charismatic Leadership: the Elusive Factor in Organizational Effectiveness. San Francisco Jossey-Bass.
38. Conley, D.T. & Goldman, P.(1994). Ten propositions for facilitative leadership. In J. Murphy & K.S. Louis (Eds.) Reshaping the principalship: Insights from transformational reform efforts. Thousand Oaks, CA: Corwin Press, Inc.
39. Davenport & Prusak(1998). Working Knowledge: How organization manage what they know. Boston: Harvard Business Review. p. 102 David skyrme associates (2002). Knowledge management assessment tool. Retrieved from: http://skyrme.com/tools/index.htm.
40. Duffy, J. (2000). Knowkedge management: What every information professional should know. Information management journal, Jul, 10-16.
41. Earl, M.J. (1997). Knowledge as strategy: reflections on Skandia international and Shorko Films In L. Prusak (Ed.), Knowledge in organizations (pp. 1-15). Newton, MA: Buytter worth-Heinemann.
42. Gore, C.& Gore, E. (1999). Knowledge management: The way forward. Total quality management, 10(4&5), 554-460.
43. Hater, J. J. & Bass, B.M. (1988). Supervisors' evaluation and subordinates' haterperception of transformational and transactional leadership. Journal of applied psychology. November, P695-702.
44. Hedlund (1994). A model of knowledge management & the N-form corporation. Strategic management journal, 15, p.86.
45. House, R.J. (1977). A1967 theory of charismatic leadership. In J. G. Hunt & L. Larson (Eds.), Leadership: The cutting edge (189-207). Carbondale, IL: Sourthen Illinois University Press.
46. Knapp, EM. (1998). Knowledge management Business & Econimic Review, 44(4),p3-6
47. Liebowitz, J. & Wiocox, L.(eds).(1999). Knowledge Management and Its Integrative Elements. Boca Raton: CRC Press.
48. Marshall, C., Prusak, L. & Shpilberg, D. (1997). Financial risk and the need for superior knowledge management. In L. Prusak (Ed.), knowledge in organizations (pp.99-133). Woburn, MA: Butterworth-Heinemann.
49. Peters, T. J. & Waterman, R. H. (1982). In search of excellence: Lessons from America's Best-Run Companties. New York: Harper & Row. Pickle. H. & Friendlander, F. (1967). Seven societal criteria of organizational success. Personnel psychology, 120.
50. Scheerens J. & Bosker R.(1997). The foundation of educational effectiveness. New York: Pergamon. P.9.
51. Sveiby, K. E. (1997). The new organizational wealth: Managing & measuring knowledge-based assets. San Francisco: Berrett-Koehler.
52. Wiiig K. M.(1993). Knowledge management foundations: Thinking about thinking-How people and organizations create, represent, and use knowledge. Arlington, TX: Schema Press.. p. 20.
53. Wing, K.M.(1993). Knowledge management foundations: Thinking about thinking: How people and organizations create, represent, and use knowledge. Arlington, TX: Schema Press.
54. Yukl, G. A. (1989). Leadership in oranizatons. Englewood Cliffs, NJ: Prentice-Hall.
55. Yukl, G. A. (1994). Leadership in organizations(2nded.).Englewood Coiffs, N.J.: Prentice-Hall.