The existing business models essential for the creation of consumer value and, consequently, business competitiveness are now undergoing a transformation. Brand-new technological developments based on network integration, intelligent technology and flexible automation are becoming increasingly relevant: additional competitive opportunities appear, and knowledge management and intellectual capital management are becoming key business processes. When developing a strategic vision, it is important for companies to pick the relevant data out of the information flow about the external and internal environment and convert it into organizational knowledge, which is a core management resource. The paper analyses the experience of Russian and foreign companies in the introduction of scalable models focused on the widespread use of Industry 4.0 and establishes the principles and strategies of knowledge management that allow these companies to maintain their competitive positions in a strategic perspective. The theory of knowledge management and resource approach constitute the methodological framework of the present study. The general scientific methods of logical-structural analysis and systematization, as well as the contingency case study method were applied. The information base encompasses the case studies of six companies, retrieved from publicly available sources. The findings of the empirical research prove the feasibility of applying a situational approach to knowledge management: companies use different strategies for accumulating and sharing knowledge according to their maturity level and the area of implementation of Industry 4.0. Based on the results obtained, the authors develop a situational approach to the strategic knowledge management of companies that successfully apply the technologies of the Fourth Industrial Revolution. The theoretical and practical significance of the study lies in identifying common approaches to knowledge management under various conditions, which can be used to create the strategic vision of managers involved in the key decision-making process in companies.
The relevance of the study is due to the fact that today the use of digital technologies is perceived by the top management of many Russian companies still as a purely technological task, while the meaning of the happening digitalization is that Not so much technology, but the system of human capital Management and the organization of the company's activities change. The authors evaluated the impact of individual components of human capital on the digital and overall performance of industrial companies by modeling structural equations. The research focuses on such theoretical structures as digital culture, human capital management practices, and the digital knowledge of employees. The hypothesis of research is advanced and confirmed. The empirical basis was given by survey data of 75 enterprises.
The relevance of the study is due to the fact that changes in the energy management policy at the national level, rising energy prices and increased state environmental control over production prompt industry to develop effective organizational and technical solutions in the field of energy management. The aim of the study is to identify energy management factors that determine the success or failure of the implementation of energy efficiency measures in industrial companies. In the empirical part of the study, the case-stage method was used to analyze the energy management practice of large metallurgical enterprises, where the problems of energy conservation are especially acute due to the high energy intensity of production. A promising direction in such an environment is the integration of structural components used to support decisions and social components represented by staff commitment and accumulated energy-efficient human capital. The main results can be applied in the practice of energy system management in the development of strategic planning processes, the adoption of sound investment decisions and the formation of energy-efficient human capital.
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