Performance Measurement. Knowledge Management and ISO in a Service Organization

Article

Shepherd, Nick A. (nick@eduvision.on.ca)   (2000, ASQ)   EduVision Inc. Management Consultants, Oakville, ON Canada

Service Quality Conference, Scottsdale, AZ    Vol. 9    No. 0
QICID: 18867    September 2000    pp. 1-14
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Article Abstract

Jointly with the 7th Asia Pacific Quality Organization Conference: SQD presentation

[PowerPoint presentation slides only]

Even as capital assets decline, the growth in non-tangible assets, such as knowledge, provides opportunity. Knowledge includes intellectual capital, the combined intangible assets that allow and enterprise to operate. Knowledge management, the whole infrastructure and approach to identifying, codifying, and capitalizing upon intangible organizational assets to create and sustain competitive advantage, may have a negative impact on individuals. Yet an investment in human capital crates the structural capital that leads to customer capital. Several quality approaches, such as the Plan, Do, Check, Act cycle or the balanced scorecard are effective in the action plan to improve organizational performance.

Keywords

Customer satisfaction (CS),Human resources (HR),Knowledge management (KM),Organizational design,Plan-Do-Check-Act (PDCA) cycle,Scorecards,Service sector


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