Knowledge management strategies: a multi‐case study

2004 ◽  
Vol 8 (3) ◽  
pp. 6-16 ◽  
Author(s):  
Alan D. Smith
Keyword(s):  
Knowledge Management ◽  
Management Strategies

Governance of Strategies to Manage Organizational Knowledge

2005 ◽  
pp. 83-103 ◽  
Author(s):  
Suzanne Zyngier ◽  
Frada Burstein ◽  
Judy McKay
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Case Study Research ◽  
Scientific Research ◽  
Knowledge Management Strategy ◽  
Internal Governance ◽  
Study Research ◽  
Governance Processes

This chapter introduces the theory and model of governance as a means of implementing knowledge management strategies in large organizations. It draws on case study research into the governance of knowledge management strategy implementation in a major scientific research and development facility. It suggests that the implementation of strategy through such a framework operates to ensure the delivery of anticipated benefits in an authorized and regulated manner. Furthermore, the authors hope that an understanding of the theoretical underpinnings of internal governance processes will not only inform researchers of a better design for studying knowledge management systems, but will also assist in the understanding of risks and the role of evaluation and review in the implementation of those strategies.

Enabling Knowledge Flow

2021 ◽  
pp. 157-175
Author(s):  
Dana Tessier
Keyword(s):  
Knowledge Management ◽  
Corporate Culture ◽  
New Technology ◽  
Management Strategies ◽  
Management Model ◽  
New Knowledge ◽  
The Face ◽  
Flow Through ◽  
Management Behaviors

Organizations are facing many challenges to remain relevant in the face of new technology, emerging markets, and changing consumer behaviors. Many organizations look to become learning organizations with knowledge management strategies to leverage their knowledge assets and continuously innovate their strategies and products. However, organizations struggle to achieve success with knowledge management because their organizational culture does not support knowledge-sharing and must be adapted for this new behavior. Knowledge must flow through the organization, and so, therefore, these necessary behaviors must work within the existing corporate culture. Observations from a case study at a software company are discussed, and a new knowledge management model, the Knowledge Management Triangle, is introduced. The Knowledge Management Triangle is a simple model to explain and implement knowledge management within organizations and is customizable to work within the organization's culture to ensure the new knowledge management behaviors are appropriately adopted.

Knowledge Management Strategies Implementation in Innovation Intensive Firms

2009 ◽  
pp. 169-192 ◽  
Author(s):  
Fatima Guadamillas-Gomez ◽  
Mario J. Donate-Manzanares
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Corporate Culture ◽  
Information Technologies ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Key Factors ◽  
Managerial Perspective

This chapter analyses the implementation of knowledge management strategies (KMS) in technologyintensive firms. Firstly, a review of KMS in the knowledge management (KM) literature is carried out in order to conceptually establish the focus of the chapter. Next, some key factors for successful KM implementation, such as corporate culture, technological systems, ethical leadership, human resources management practices and organizational flexibility are identified and explained. After that, the case study of two firms which have successfully implemented a KMS in innovation-intensive industries, such as electronics and information technologies, is shown. Finally, and based on the results of the case study, some suggestions are extracted and recommendations are made from a managerial perspective in order to implement a KMS effectively.

Aurora Health Care

2011 ◽  
pp. 1172-1196
Author(s):  
Thomas Ginter ◽  
Jane Root
Keyword(s):  
Health Care ◽  
Knowledge Management ◽  
Healthcare Provider ◽  
Core Competencies ◽  
Management Strategies ◽  
Knowledge Management System ◽  
Healthcare Industry ◽  
Success Indicators ◽  
The Many

Aurora Health Care, Wisconsin’s largest employer and healthcare provider faces intense competition, consolidation, and reform. Its choice is to view these challenges as opportunities instead of problems. A key component to realizing Aurora’s opportunities is an aggressive knowledge management system. They understand that to maximize their potential, they must get the most out of their knowledge management. The purpose of this chapter is to present to you a case study of knowledge management applications in the healthcare industry through the many lenses of Aurora Health Care. First we will describe the background of this accomplished healthcare provider. We will then look at their business and knowledge management strategies. Next will be a review of the major components: core competencies, knowledge base, culture, implementation, and key success indicators.

The Role of Knowledge Management Strategies in Cooperation Agreements

2017 ◽  
pp. 128-150 ◽  
Author(s):  
Mario J. Donate ◽  
Jesús D. Sánchez de Pablo ◽  
Fátima Guadamillas ◽  
María Isabel González-Ramos
Keyword(s):  
Knowledge Management ◽  
Organizational Design ◽  
Technology Development ◽  
Management Strategies ◽  
Product Diversification ◽  
High Tech ◽  
Management Tools ◽  
Knowledge Management Tools

In this chapter, the role of knowledge management strategies (KMS) in cooperation agreements is analyzed in a technology-intensive company. Knowledge management in alliances implies to establish an organizational design to both explore and exploit knowledge for achieving competitive goals (for each partner). The importance of alliances for technological companies and the necessity of designing suitable KMS in alliances—in terms of objectives and goals, knowledge management tools, and support systems—are explained first of all. Moreover, the analysis of a case study on KMS in the alliances of a high-tech Spanish company with businesses in innovation intensive settings is developed by the authors. Finally, this chapter will conclude with a discussion on the way that the implementation aspects concerning KMS in cooperation agreements have been managed by the company in order to support technology development and product diversification.

Aurora Health Care

2010 ◽  
pp. 216-239
Author(s):  
Thomas Ginter ◽  
Jane Root
Keyword(s):  
Health Care ◽  
Knowledge Management ◽  
Healthcare Provider ◽  
Core Competencies ◽  
Management Strategies ◽  
Knowledge Management System ◽  
Healthcare Industry ◽  
Success Indicators ◽  
The Many

Aurora Health Care, Wisconsin’s largest employer and healthcare provider faces intense competition, consolidation, and reform. Its choice is to view these challenges as opportunities instead of problems. A key component to realizing Aurora’s opportunities is an aggressive knowledge management system. They understand that to maximize their potential, they must get the most out of their knowledge management. The purpose of this chapter is to present to you a case study of knowledge management applications in the healthcare industry through the many lenses of Aurora Health Care. First we will describe the background of this accomplished healthcare provider. We will then look at their business and knowledge management strategies. Next will be a review of the major components: core competencies, knowledge base, culture, implementation, and key success indicators.

Strategic Alliances and Knowledge Management Strategies

2010 ◽  
pp. 240-260
Author(s):  
Mario J. Donate-Manzanares ◽  
Fátima Guadamillas-Gómez ◽  
Jesús D. Sánchez de Pablo
Keyword(s):  
Knowledge Management ◽  
Strategic Alliances ◽  
Management Strategies ◽  
Organizational Knowledge ◽  
Management Tools ◽  
Strategic Design ◽  
A Company ◽  
Knowledge Management Tools

Managing organizational knowledge in alliances implies establishing the best possible strategic design to create, acquire, maintain, transfer, and apply organizational knowledge developed between the partners (or acquired from partners) in order to achieve competitive goals. In this chapter, the role of knowledge management strategy (KMS) in strategic alliances is analyzed in a technology-intensive company. Focusing on this, the importance of alliances for technological companies and the necessity of designing suitable KMSs in alliances–in terms of establishing objectives, knowledge management tools, and support systems–are explained first of all. This is followed by the analysis of a case study of KMS in the strategic alliances of a company currently developing different businesses in technological settings. Finally, a number of conclusions are discussed, based on how the implementation aspects concerning KMS in strategic alliances have been managed and the way they have contributed to the attainment of the company’s objectives and goals.

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