ASPECTS OF TOTAL QUALITY MANAGEMENT APPLIED IN ...

Annals of the University “Constantin Brâncuşi”of Tg-Jiu, No. 1/2008, Volume 2,
ISSN: 1842-4856
faced by network and innovation researchers. On this topic, provide a solution by arguing that
knowledge articulation occurs in networks of organizations attempting to innovate.
Concepts and Definitions
Despite the fact that the literature is relatively recent, it demonstrates three clear phases of development
beginning with the dominance of information technologies and developing into the recognition of a
knowledge economy. The relative immaturity of the field is also reflected in the ongoing debate as to
definitions of knowledge management, as shown below.
The development of the literature can be categorized into three phases. The first phase was based on the
role of information technologies in enhancing productivity by managing the rapid growth and
availability of information. This was a product of computing developments from the mid-60s onwards
and led commentators such as to develop the concepts of knowledge work and worker. The second
phase in the mid- to late-80s saw a shift to a knowledge-based society that was beginning to be driven
by markets rather than production. This was also reflected in the literature with call for a knowledgebased
platform for tourism literature. This phase was customer-focused with knowledge leveraged to
increase awareness of markets and enhance service quality. Much of this thinking was led by
publication on learning organizations, called “the fifth discipline” and strongly influenced by
developments in Japan was in this second phase that leading organizations were able to boost
competitiveness by using knowledge management initiatives to release previously untapped pools of
know-how and practices. In tourism, these organizations included Singapore Airlines and British
Airways. The third phase began in the mid- to late-1990s, continued into the 21st century, and has the
most to offer the tourism industry. In this phase, knowledge became a resource as the information age
evolved into the knowledge economy directly based upon the production, distribution, and use of
information. This economy is characterized by structural change as the new products and innovations
are brought about by technology development. This has led to the employment of highly skilled labor
as a means of competitive advantage; an important issue for tourism where many of the human
resource practices mitigate against employment and retention of highly skilled employees. It is in this
phase that policy initiatives have begun to focus on the removal of barriers to transfer and adoption,
targeting enterprises by sector or size.
The next phase of knowledge management will face a number of challenges and developments as
identified by Delphi survey of its practitioners. They note that the future of the field will be influenced
by the ability to articulate and demonstrate its strategic benefits, gain senior management support,
evaluate and identify organizations’ core knowledge, capture the tacit, and demonstrate the long-term
stability of knowledge requirements and security.
The above three phases were driven by a number of key influences. Phase one was the realization of
the importance of leveraging the intellectual assets of an organization to enhance competitiveness. As
technology has speeded up business processes, so tourism organizations have to be in a position to
respond quickly to the changing demands of customers and suppliers, and to new opportunities and
environmental needs
As a result, learning curves have shortened, product development cycles have accelerated, and
innovation has increased across all areas of tourism. Second, there is no doubt that technology has been
a key driver, initially through the processing capability of computers and rapid transmission ability of
networks. The Internet in particular has accelerated the capabilities of knowledge management and
reduced the price of transfer. Because all organizations have access to technology, it acts as a capability
leveler with the differentiating factor in competitiveness being knowledge and how it is managed.
Third, organizations have re-engineered their structures to facilitate the development and sharing of
knowledge across an entity; this demands that it is well networked and has an atmosphere of trust. This
also has led learning organizations to decentralize their decisionmaking structures and create cross-
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