strategies that would encourage the creation

Policy and strategy in excellent organisations must be based on the cufflinks of key agents' expectations and needs. The interests of the different stakeholders must be balanced. Thus, the information gathered from stakeholders should be complemented with other additional sources of information and with performance indicators. The total sum of this data (internal and external sources) is then incorporated into the policy and strategy formulation process. [18] Grant (1995) indicates that the strategy is in charge of creation and maintenance of the competitive advantage. In this sense, the "Policy and strategy" criterion must manage the intellectual factors that contribute to the achievement of business success.

It is important to implement strategies that would encourage the creation, storage and Tiffany Cuff Links of knowledge in an organization ([30] Ruzevicius, 2006). Sub-criterion 2a (Figure 9 [Figure omitted. See Article Image.]) considers relational capital's aspects. We can mention business capital and social capital as examples of relations with stakeholders.Regarding sub-criterion 2b, the organisation must take the most of learning, innovation and creativity. Those aspects are essential for the tiffany cuff links for sale of the structural capital (organizational and technological). Structural capital plays an integral role in knowledge creation and management ([13] Empson, 2001; [33] Suddaby and Royston, 2001).

Organisations have to define their vision and values for achieving their cheap tiffany cuff links. They must align the policy and strategy dimension with the mission-vision-values dimension. People and resources have to be applied to this task. Obviously, organisational capital is extremely important here. Elements such as culture, structure, business processes, etc., related with an excellence leadership, are essential. This visionary leadership is a human capital element.

Finally, organisations will communicate their vision, values and strategic objectives tiffany cuff links sale all the people in their project. The unfolding of communication requires human capital and a set of capacities aligned with strategy. Structural capital will offer processes for communication and strategy implementation.

linked with three intellectual

Knowledge management complements and enhances other organisational initiatives. For such enhancement to take effect, however, knowledge management must be tiffany bracelets for sale related to organisational value propositions and business strategies. As a consequence, any response is likely to be more bracelets when placed in a wider knowledge management and indeed management context ([25] Martin, 2004).Leaders must own special technical skills and management capacities. They must be conscious of the importance of their position. Leaders' actions are essential for the sustainable achievement of organisational goals. Stakeholders' expectations must be considered.

In other words, leaders, emphasizing the ethical dimension of their position, should be Tiffany Bracelets for the impact of organisational activities on stakeholders. In fact they are not allowed to forget the organisational contribution to people and society's welfare.Leaders have an eminent role as enablers. They must be involved with the satisfaction of each group of stakeholders. Communication and convincing abilities are part of the leadership resources for reaching the organisational main goal. In this sense, leaders must know how to motivate the organisational members and other key agents.

A crucial aspect has to do with the leader's role as an agent of change for cheap tiffany bracelets improvement. Leaders have a visionary character knowing where to lead the organisation. They define the organisational mission both in the market and in the social context. Leaders should facilitate means to reach organisational goals. Considering that organizational culture is one of the biggest barriers to create and to transfer knowledge ([11] De Long and Fahey, 2000), the leader must assume a role of knowledge manager removing that sort of barriers.

In this sense, [30] Ruzevicius (2006) says that quality is difficult to achieve if the tiffany bracelets sale undertaken by the leadership are not aligned in support of knowledge management. It is possible to observe that leadership in the EFQM model of excellence is linked with three intellectual capital components.

be tiffany pendants sale that it is always unfinished

Michel Eyquem de Montagne once said that "wisdom is a whole and solid building in which every part has it place". Equally, if we want to understand the philosophy surrounding the term "excellence", it is absolutely necessary to study its origin and foundations. Quality is a living concept that has pendants a continuous evolution acquiring new meanings. Currently, it is mostly understood as "excellence".The current meaning of "quality" comprises quality management and results. The central aspect is how to manage an organisation to achieve competitive advantages. Excellence, as optimal management, means the availability of a system for assuring the quality requisites of products and services. It includes customer satisfaction, process management and resource Tiffany Pendants following a social responsibility approach. In this sense, social responsibility may be considered a nuclear value for the organisation.

The expression "excellence in tiffany pendants for sale" has replaced the term "quality". This is a consequence of the evolution of the different meanings of the term "quality" (inspection, control, quality assurance and total quality management; see Figure 1 [Figure omitted. See Article Image.]). Thus, quality is used to design the tools for cheap tiffany pendants excellence.The emergence of the "excellence" or "total quality management" concept has been a decisive step. As a competitive strategy, it supposes the integration of several efforts to develop, maintain and improve quality. At the same time, products and services are offered for satisfying the customer in the most economical form.

Excellence is not a system but a change in philosophy, culture or strategy. We could even say that it is a form of conceiving the business world. Like sea water, it has no limits. Excellence can be understood and developed in several ways. Being a process of continuous improvement, it is important to be tiffany pendants sale that it is always unfinished. This is precisely the potential of excellence models as an optimal orientation for the strategic management of competitive companies ([27] Martín-Castilla and Rodrigo, 2003). Within the environment of excellence, knowledge management can produce several benefits as a quality strategy ([21] Lim et al. , 1999).

an integral part of an organization's quality strategy.

From this point of view, it is possible to identify key links between rings capital models and excellence models. These links are summarized in Table I [Figure omitted. See Article Image.].[21] Lim et al. (1999) distinguish four steps that allow knowledge management to become an integral part of an organization's quality strategy. These steps are the capture, sharing and measurement of knowledge and the learning process that squares with the quality philosophy of continuous improvement. Thus, it seems clear that knowledge is the link between Tiffany Rings and intellectual capital management. According to [17] Fernández and Fernández (1996), quality systems are methods for a better development of company's knowledge. Thus, quality development may be considered as a process where knowledge is the main input and intellectual capital the main output ([35] Zhao and Bryar, 2001). In this sense, the EFQM excellence model can be seen as a framework within which knowledge management principles and practices can be adopted as good management practice. Companies usually use instruments such as the balanced scorecard, value chain models ([29] Normann, 2001), and total quality management systems ([31] Schneider, 1998) in order to link their results with different forms of intangible assets. Within these instruments, intangibles are often interpreted as drivers or enablers, and their outputs are interpreted as results ([23] Leitner and Warden, 2004).

In short, the adoption of strategic management models is really helpful for understanding the cheap tiffany rings of reality, allowing the exchange of experiences and the benchmarking process. With these models it is possible to develop strategies in advance, carrying out plans adaptable to the environmental changes. Excellence models are structured in a set of key topics for the organisation. Each topic is divided in different areas that condition organisational excellence. These models, which include elements of total quality management, are the "knowledge architecture" for the analysis and transformation of the organisation. In this case, knowledge management must be perceived not as a likely object of standard setting, but rather as a phenomenon that could benefit from a set of guiding principles ([2] American Productivity and Quality Center, 2000). Sharing this philosophy, this paper is focussed on the conceptual analysis of the relations among excellence and intellectual capital. The EFQM model is tiffany rings sale as a suitable framework for the governance of organisational knowledge. In other words, the EFQM model is revisited from an intellectual capital perspective. It is important to consider that the model is non-prescriptive, in the sense that it recognises that there are many ways to achieve sustainable excellence in all aspects of performance ([19] Higher Education Funding Council for England, 2003).

Following this introduction, the paper offers a general tiffany rings for sale of the excellence philosophy and the EFQM (sections 2, 3 and 4). Further, it traces the relation between the different EFQM criteria and the components of the Intellectus intellectual capital model[1] . Finally, some conclusions are presented.

connection between knowledge management and the

The increasing globalisation, dynamism and complexity of the current economy show the convenience of adopting integrated models of management. According to [35] Zhao and Bryar (2001), approaches combining the knowledge management philosophy and quality principles are essential to achieve tiffany advantage. Intellectual capital theory and quality approaches may offer a virtuous circle for continuous improvement and organisational development.

Nevertheless, a great number of authors treat "quality and knowledge management as two tiffany jewelry different theories and independent systems of management practice" ([30] Ruzevicius, 2006). This view is absolutely incomplete because contemporary organizations must not only effectively manage the quality of their products and practices, but also master and apply knowledge management. [21] Lim et al. (1999) point out that a quality strategy depends on the intellectual capital of organizations to keep its product or services competitive. Indeed, all the quality management theorists have argued that skill acquisition and development will make a successful quality strategy.

Elements contributing to the value of companies are numerous. Among them we can mention tiffany jewelry on sale capital, customer (relations) capital and human capital ([12] Dzinkowski, 2000). The knowledge management approach means that companies pursue the creation of sustainable competitive advantages by means of continuous organizational learning that emanates of the articulation and internal formalization of diverse types of knowledge ([9] Davenport and Prusak, 2000).According to [34] Wensley and Verwijk-O'Sullivan (2000), a culture that supports new ideas and exploration is essential for the development of knowledge. Knowledge development is the basis for learning, innovation and improvement in decision-making. Thus, knowledge can be considered the core aspect of organisational performance. Moreover, it maximizes the creation of value for stakeholders.

The connection between knowledge management and the quality approach is not a new issue. Both have a tiffany sale origin. In fact, quality circles were part of broader knowledge programs. More specifically, in 1997 the EFQM, in partnership with the American Productivity and Quality Center, undertook a benchmarking study project to search for good practice in knowledge management ([5] Carpenter and Rudge, 2003). The focal point of the study included questions such as tiffany for sale management enablers, knowledge management as a business strategy, transfer of knowledge and best practice, customer-focussed knowledge, intellectual asset management, innovation and knowledge creation.