Knowledge Management (KM) is one of the growing apprehension in existing business in the new age of the complex and quickly changing business environment, and it has been realized that knowledge is the organization's critical asset and latent strategic resource that gives a basis for competitive advantage. At this situation, banks require to use knowledge and it prone to implementation related applications of knowledge management. One of the most important issues to implementation of knowledge management is how to select appropriate KM strategy. It is a kind of multiple attributedecision-making (MADM) problem required to consider a large number of complex factors. To determine the knowledge management strategy, there are many influencing factors. The purpose of this paper is to ranking the appropriate KM strategy with TOPSIS and VIKOR, and prioritization the effective important factors for evaluating KM strategies for reducing the cost and time. Additionally, an empirical study is presented to illustrate the application of the proposed method.

Knowledge as the most important competitive edge, organizations enabling to be productive and competitive products and services to be abandoned. One of the foundations of knowledge management to increase productivity, agility being effective. The development and spread of literature in the field of knowledge management and organizational agility, the importance of these two categories show. The research methodology library is athletics. This paper is a form of convergence of these two aspects in the sense that they are related to each other, we tested the publishing industry and argue that organizational agility is achieved when the knowledge of all comments, are in equilibrium. Publishing centers twelve in iran as a case study and the agility and knowledge management in its evaluated.

The basis of competition in knowledge-based companies is based on knowledge, and the company that can manage this category correctly and choose the right strategy for it will be the final winner of the competition. Therefore, in this research, an attempt has been made to formulate possible scenarios and, as a result, appropriate strategies, by forecasting factors and components affecting knowledge management strategies in knowledge-based companies. This research is applied in terms of purpose, and in terms of method, it is survey type and exploratory. The statistical population of this research was made up of 97 managers and experts in 46 knowledge-based companies located in Shiraz Chemical Industries Technology Town and which according to the type and stages of the research, 13-person, 6-person and 6-person teams were selected in a judgmental manner. In the first stage, 7 factors of organizational culture strategy, technology strategy, organizational strategy, structure strategy, organizational resources, knowledge management and environment were identified . Then, 20 Component were identified in the form of these factors and by reusing the subject literature. Then, using the Delphi method, the identified components were approved by a team of 13 experts. In the second stage, in order to determine the mutual effects, factors and components were included in 2 separate questionnaires and a team of 6 experts completed them. One of these questionnaires was developed for use in MICMAC analysis and the other for use in Scenario Wizard software. The results of the scenario wizard software presented 4 acceptable (strong) scenarios, among which 3 optimistic, pessimistic and most likely scenarios were analyzed and the results of the corresponding scenarios were presented in 7 factors.

In recent years, companies have integrated their customer relationship management (CRM) and knowledge management (KM) efforts because they realize that KM plays a key role in CRM success. Both knowledge management (KM) and customer relationship management emphasize the allocation of resources to business supportive activities to gain competitive advantages. The aim of this study is to investigate the correlation between knowledge management strategies and customer relationship management (CRM) in the Iranina hotel chains. The statistical population of the study consists of 220 managers and the size of the sample is 140. Spearman correlation coefficient is used to test the research hypotheses. Our findings show that there is a significant positive relationship between knowledge management strategies and customer relationship management in the Iranian hotel chians.