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Knowledge Management in High-Growth Companies: A Case Study in Serbia

Knowledge Management in High-Growth Companies: A Case Study in Serbia

Mladen Cudanov, Kathrin Kirchner
Copyright: © 2011 |Pages: 22
ISBN13: 9781616928865|ISBN10: 1616928867|EISBN13: 9781616928889
DOI: 10.4018/978-1-61692-886-5.ch014
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MLA

Cudanov, Mladen, and Kathrin Kirchner. "Knowledge Management in High-Growth Companies: A Case Study in Serbia." Knowledge Management in Emerging Economies: Social, Organizational and Cultural Implementation, edited by Minwir Al-Shammari, IGI Global, 2011, pp. 227-248. https://doi.org/10.4018/978-1-61692-886-5.ch014

APA

Cudanov, M. & Kirchner, K. (2011). Knowledge Management in High-Growth Companies: A Case Study in Serbia. In M. Al-Shammari (Ed.), Knowledge Management in Emerging Economies: Social, Organizational and Cultural Implementation (pp. 227-248). IGI Global. https://doi.org/10.4018/978-1-61692-886-5.ch014

Chicago

Cudanov, Mladen, and Kathrin Kirchner. "Knowledge Management in High-Growth Companies: A Case Study in Serbia." In Knowledge Management in Emerging Economies: Social, Organizational and Cultural Implementation, edited by Minwir Al-Shammari, 227-248. Hershey, PA: IGI Global, 2011. https://doi.org/10.4018/978-1-61692-886-5.ch014

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Abstract

This case study describes knowledge management practices in Mozzartbet, the major and fastest growing division of Stepanovic & Šipka Corporation. Mozzartbet started as sport betting business in 2001. Since then, Mozzartbet’s size has increased a few hundred times in just eight years and knowledge increase followed that pace. It can therefore be an example of knowledge management practices in high-growth companies. Technical, organizational and behavioral practices, successes and problems of knowledge management in Mozzartbet are covered, and future plans of top managers in that area are revealed. In this case study the authors describe a relaxed, academic-like organizational culture, organizational structure, strategy of development, industry and regional environment, and other internal and external factors important for knowledge management. Afterwards they present conclusions about knowledge management in Mozzartbet and future directions, according to contingency approach.

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