The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution.,This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents.,Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level.,Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes.,Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth.,The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.

中文翻译：

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知识管理策略：一种组织发展方法

本文的目的是建立一个知识管理策略模型，该模型与组织成长阶段和每个成长阶段的业务流程特征相吻合。每个成长阶段的特性差异都会对业务流程的特性产生影响，例如决策制定和流程执行时间。该研究的重点是印度尼西亚的三家时装公司，并使用历史案例研究收集了数据方法。数据收集是通过与企业所有者，董事和经理的深入访谈，直接观察以及通过从公司文档中收集辅助数据来进行的。通过这项研究，基于组织成长阶段的知识管理策略是生产的。研究发现，当组织处于创业阶段时，知识管理策略将重点放在具有隐性知识和显性知识的人员上。在增长阶段，需要将隐性知识转换为显性知识，特别是在个人层面，而在扩展阶段，知识管理策略的重点是组织层面的系统使用。案例研究方法在模型的泛化方面有局限性。这项研究产生的知识管理策略是时装行业所独有的，如果在其他行业进行研究，则可能会得出不同的结果。此外，本研究中研究的业务流程的特征仅限于实施时间和交互级别。其他更详细的维度（例如任务种类和任务可分析性）可用于获取业务流程的更详细特征。使用在每个成长阶段制定的知识管理策略模型，公司所有者可以指定适合组织目标的知识管理策略。而且，这项研究的结果可以提供有关开发与公司成长相适应的知识管理系统的优先级的信息。从组织发展的角度出发，知识管理策略的制定以前尚未进行过研究。实际上，组织的需求及其增长都会发生变化。因此，