Among them we can mention organizational

The increasing globalisation, dynamism and complexity of the current economy show the convenience of discount tiffany necklaces integrated models of management. According to [35] Zhao and Bryar (2001), approaches combining the knowledge management philosophy and quality principles are essential to achieve competitive 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 absolutely 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 discount Tiffany Necklaces, 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 organizational discount tiffany necklaces, 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 discount tiffany necklaces 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 Japanese 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 knowledge management enablers, knowledge management as a business discount tiffany necklaces, transfer of knowledge and best practice, customer-focussed knowledge, intellectual asset management, innovation and knowledge creation.