Strategic planning approaches to knowledge management: a taxonomy

VINE ◽  
2015 ◽  
Vol 45 (4) ◽  
pp. 495-508 ◽  
Author(s):  
Ettore Bolisani ◽  
Enrico Scarso
Keyword(s):  
Knowledge Management ◽  
Strategic Planning ◽  
Planning Process ◽  
Real Life ◽  
Two Dimensions ◽  
Successful Implementation ◽  
Content Type ◽  
Km Strategy ◽  
Definition Of ◽  
A Company

Purpose – The purpose of this paper is to discuss and propose a taxonomy of approaches to the strategic planning of knowledge management (KM). The concept of KM strategy is relatively recent and has been developed based on the assumption that any KM programme requires the definition of long-term goals, resources and plans, i.e. a KM strategic planning. Empirical evidence shows that the conditions for the successful implementation of KM can change from a company to another and in relation to the external context, and this may call for different appropriate approaches to KM planning. Design/methodology/approach – By drawing inspiration from the classic literature about strategic planning and combining it with the KM literature, a taxonomy of four possible approaches to KM strategic planning is developed. This taxonomy is based on the combination of two dimensions, namely: the nature (rational vs emergent) of the planning process, and the competitive factors (internal vs external) that drive the strategy formulation. Examples of companies, drawn from an analysis of recent case studies based on secondary data, are then provided, with the purpose to depict the features of each KM strategic planning approach, as well as asses the consistency and usefulness of the formulated taxonomy. Findings – The analysis of available empirical data shows that the proposed taxonomy fits cases that can be found in real life. The two dimensions of KM strategic planning previously presented allow to highlight the differences in the behaviour of companies. This can provide important food for thought for strategic thinking applied to KM, and can also reinforce the link between KM and other areas of management. Practical implications – The awareness that companies can follow different approaches to KM planning is important for executives that consider KM as a primary activity for their companies. In particular, in the case of an emergent KM strategy, managers should be able to recognize it, and, as far as possible, to align it with the company’s overall strategic goals. Originality/value – To date, the literature has primarily focused on the definition of different types of KM strategies, while the process that can lead to the formulation of these strategies has been less studied. The paper aims to fill this gap by identifying, discussing and classifying different possible approaches to KM strategic planning that a company can adopt.

scholarly journals A measurement framework of crowd intelligence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yiqiang Feng ◽  
Leiju Qiu ◽  
Baowen Sun
Keyword(s):  
Real Life ◽  
Two Dimensions ◽  
Content Type ◽  
Measurement Framework ◽  
Mathematical Symbols ◽  
Intelligence Assessment ◽  
Real Life Situation ◽  
Definition Of ◽  
Crowd Intelligence ◽  
Scientific Value

Purpose The originality of the crowd cyber system lies in the fact that it possesses the intelligence of multiple groups including intelligence of people, intelligence of objects and intelligence of machines. However, quantitative analysis of the level of intelligence is not sufficient, due to many limitations, such as the unclear definition of intelligence and the inconformity of human intelligence quotient (IQ) test and artificial intelligence assessment methods. This paper aims to propose a new crowd intelligence measurement framework from the harmony of adaption and practice to measure intelligence in crowd network. Design/methodology/approach The authors draw on the ideas of traditional Confucianism, which sees intelligence from the dimensions of IQ and effectiveness. First, they clarify the related concepts of intelligence and give a new definition of crowd intelligence in the form of a set. Second, they propose four stages of the evolution of intelligence from low to high, and sort out the dilemma of intelligence measurement at the present stage. Third, they propose a framework for measuring crowd intelligence based on two dimensions. Findings The generalized IQ operator model is optimized, and a new IQ algorithm is proposed. Individuals with different IQs can have different relationships, such as cooperative, competitive, antagonistic and so on. The authors point out four representative forms of intelligence as well as its evolution stages. Research limitations/implications The authors, will use more rigorous mathematical symbols to represent the logical relationships between different individuals, and consider applying the measurement framework to a real-life situation to enrich the research on crowd intelligence in the further study. Originality/value Intelligence measurement is one of foundations of crowd science. This research lays the foundation for studying the interaction among human, machine and things from the perspective of crowd intelligence, which owns significant scientific value.

Integration of a text mining approach in the strategic planning process of small and medium-sized enterprises

2018 ◽  
Vol 118 (4) ◽  
pp. 745-764 ◽  
Author(s):  
Claudia Vásquez Rojas ◽  
Eduardo Roldán Reyes ◽  
Fernando Aguirre y Hernández ◽  
Guillermo Cortés Robles
Keyword(s):  
Text Mining ◽  
Strategic Planning ◽  
Design Methodology ◽  
Planning Process ◽  
Clustering Algorithms ◽  
Content Type ◽  
Strategic Plans ◽  
Swot Matrix ◽  
Plan Management ◽  
A Company

Purpose Strategic planning (SP) enables enterprises to plan management and operations activities efficiently in the medium and large term. During its implementation, many processes and methods are manually applied and may be time consuming. The purpose of this paper is to introduce an automatic method to define strategic plans by using text mining (TM) algorithms within a generic SP model especially suited for small- and medium-sized enterprises (SMEs). Design/methodology/approach Textual feedbacks were collected through a SWOT matrix during the implementation of a SP model in a company dedicated to the local distribution of food. A four-step TM process (performing acquisition, pre-processing, processing, and validation tasks) is applied via a framework developed under the cloud computer paradigm in order to determine the strategic plans. Findings The use of categorization and clustering algorithms show that unstructured textual information produced during the SP can be efficiently processed and capitalized. Collected evidence reveals the potential to enhance the strategic plans creation with less effort and time, improving the relevance, and producing new technological resources accessible to SMEs. Originality/value An innovative framework especially suited for the SMEs based on the synergy assumption of the coupling between TM and a generic SP model.

Designing an integrated methodology for knowledge management strategic planning

2018 ◽  
Vol 48 (3) ◽  
pp. 373-387 ◽  
Author(s):  
Mona Jami Pour ◽  
Zahra Kouchak Zadeh ◽  
Nima Ahmad Zadeh
Keyword(s):  
Knowledge Management ◽  
Strategic Planning ◽  
Planning Process ◽  
Implementation Process ◽  
Business Strategies ◽  
Strategy Execution ◽  
Structured Interviews ◽  
Content Type ◽  
Integrated Methodology ◽  
Planning Methodology

Purpose Today, knowledge extraction and sharing in the organizations have been positioned as one of the most significant managers’ priorities. However, despite huge investments in knowledge management (KM) area, the failure rates of these projects are high. One of the main reasons for these failures is the lack of a roadmap and a methodology for KM strategic planning which assist organizations to develop an integrated and aligned plan with business strategies which eventually reduces project’s failure rate. Yet, despite the extension of KM domain, little studies were conducted on strategic topics and especially KM strategic planning. Therefore, the purpose of this study is to offer an integrated methodology for KM strategic planning. Design/methodology/approach This study introduces a methodology for KM strategic planning by using the mixed methods. At the first stage, along with a comprehensive literature review, some semi-structured interviews with KM experts were conducted and the obtained data have been analyzed using the thematic analysis. After that, a survey is conducted to validate the extracted dimensions and activities of the proposed methodology via experts’ viewpoints. Findings The results of this study indicate that the main phases of the KM strategic planning methodology are as follows: strategic review, strategic orientation, implementation and evaluation. In the proposed methodology, main phases along with their related activities and their implementation order are presented as a roadmap for applying KM initiatives strategically. Research implications/implications In KM planning strategically, all phases of strategic management along with their related activities must be considered simultaneously. The proposed methodology can assist KM policy-makers to identify and guide KM initiatives as well as to perform appropriate actions for progress. This study tries to develop a coherent roadmap for knowledge initiatives by a strategic approach. Originality/value One of the major reasons for the failure of many KM projects is the absence of a strategic planning methodology. A review of the KM literature shows that there are few studies, which adequately integrate strategic KM planning process, yet most researchers view KM planning as the most difficult and complex part of KM implementation process. This study aims to introduce a novel methodology to KM strategic planning comprehensively. The main contribution of this study is to develop a new integrated methodology for strategic planning that considers the strategy formulation aspects along with strategy execution and control aspects, synchronously.

Selection and prioritization of knowledge management strategies as proportionate with organizations” level of maturity using fuzzy TOPSIS approach, case study

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peyman Akhavan ◽  
Maryam Philsoophian ◽  
Mohamad Hosein Karimi
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Fuzzy Topsis ◽  
Influential Factor ◽  
Successful Implementation ◽  
Maturity Level ◽  
Content Type ◽  
Km Strategy ◽  
Topsis Technique ◽  
Selection Of

PurposeDue to importance of knowledge management (KM) strategies in successful implementation of KM processes and saving time and expense, selection of suitable KM strategies has been changed to be a major concern by many organizations. Therefore, this is necessary for organizations to move along KM processes in selection and establishment of their strategies at their first step. An influential factor in selection of KM strategies is measurement and identification of an organization’s condition of its knowledge maturity. Accordingly, this paper aims to select and prioritize KM strategies as proportionate with an organization’s level of maturity.Design/methodology/approachFor that, the author-constructed questionnaire was designated based on the opinions made by experts acquainted with KM and KM strategies. According to experts’ opinions, the paradigm for suggestion of strategies was elucidated based on KM’s level of maturity. Afterwards, the standard questionnaire knowledge navigator model was used to evaluate the organization’s level of maturity, and KM strategies for the organization were proposed based on identified level of maturity. Finally, proposed KM strategies were ranked using the fuzzy TOPSIS technique.FindingsIn this study, a paradigm for selection of suitable KM strategies was proposed based on Hansen KM strategy as per maturity level of the organization’s KM. Then, knowledge conditions of a research organization were evaluated, and, after maturity level of that organization’s KM was assessed, different criteria of Hansen KM strategy were suggested for each level independently. Research results are indicative of the fact that the intended organization is placed at the second level of KM maturity. Therefore, personalization strategies are proposed for this organization based on the elucidated paradigm. Moreover, development of work communities and development of face-to-face interactions among staff through continuous meetings were chosen as the most significant KM strategies in this organization.Originality/valueThis paper is one of the leading studies carried out in the purview of codification of KM strategies according to different organizations’ level of maturity. Results of this study might be used as guidelines by different organizations, academic people and experts intending to codify KM strategies.

The central role of knowledge management in business operations

2015 ◽  
Vol 21 (5) ◽  
pp. 1117-1139 ◽  
Author(s):  
Dimitrios Chatzoudes ◽  
Prodromos Chatzoglou ◽  
Eftichia Vraimaki
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Self Report ◽  
Successful Implementation ◽  
Management Process ◽  
Content Type ◽  
Organisational Climate ◽  
Innovative Culture ◽  
The Impact

Purpose – Knowledge Management (KM) is a contemporary research field of high interest for both academics and practitioners. For more than 15 years, successful companies have used KM as their most valuable source of competitive advantage. The purpose of this paper is attempt to extend the existing empirical approaches (research models), by focusing on the process of KM and its diffusion throughout the organisation. Design/methodology/approach – The present study proposes a newly developed conceptual framework that adopts a four-step approach, highlighting four areas of interest that have never been simultaneously examined before: knowledge antecedents, KM process, KM outcomes (satisfaction from the KM process) and individual (employee) outcomes. The proposed conceptual framework is tested, using a structured questionnaire, in a sample of 211 bank employees. The reliability and the validity of the questionnaire were thoroughly examined, while research hypotheses were tested using the “Structural Equation Modelling” technique. Findings – The results revealed that companies with enhanced innovative culture and an organisational climate that facilitates cooperation between employees tend to promote and ultimately maximise knowledge diffusion. Moreover, a contribution of the present study is the empirical confirmation of the relationship between the proposed factor “satisfaction from the knowledge management process” and both organisational commitment and job satisfaction. Research limitations/implications – A limitation stemming from the adopted methodology is the use of self-report scales to measure the factors (constructs) of the proposed model. Moreover, the present paper lacks a longitudinal approach, since it provides a static picture (snapshot) of the application of KM within enterprises. Practical implications – The paper highlights-specific areas (factors) that companies should enhance in order to harvest the potential benefits of KM. According to the empirical findings, organisations should focus on their human capital when managing their knowledge processes. After all, employee satisfaction from the KM process is found to be crucial for enhancing their job satisfaction and job performance. Originality/value – The paper proposes an enhanced conceptual framework that incorporates critical issues concerning the successful implementation of KM, thus, providing valuable tools for decision makers and academics. Its originality lies in the nature of its approach. More specifically, the present study examines the impact of KM on individual-level (employee), something that rarely appears in the relevant literature. Additionally, it incorporates “satisfaction from the knowledge management process” as a significant outcome of the KM process, thus, enriching the literature of the field. Finally, it investigates the impact of three contextual factors (innovative culture, organisational climate, inter-functional coordination) on KM process (externalisation, internalisation, socialisation, combination), adopting an approach that acknowledges KM as a function (factor) that transmits contextual influence onto individual effectiveness. The results of the study may be generalised in other sectors with similar characteristics (knowledge-intensive and learning organisations, service sector companies, etc) and in other developed countries whose financial institutions face similar challenges as the ones in Greece.

Territorial capital as a company intangible

2016 ◽  
Vol 17 (1) ◽  
pp. 148-167 ◽  
Author(s):  
Mariachiara Barzotto ◽  
Giancarlo Corò ◽  
Mario Volpe
Keyword(s):  
Great Difficulty ◽  
Future Research ◽  
Manufacturing Companies ◽  
Policy Makers ◽  
Content Type ◽  
Capital Growth ◽  
Multiple Case ◽  
Definition Of ◽  
A Company

Purpose – The purpose of this paper is twofold. First, to explore to what extent being located in a territory is value-relevant for a company. Second, to understand if a company is aware of, and how it can sustain, the territorial tangible and intangible assets present in the economic area in which it is located. Design/methodology/approach – The study presents an empirical multiple case-study, investigating ten mid-/large-sized Italian companies in manufacturing sectors. Findings – The results indicate that the sampled manufacturing companies are intertwined with the environment in which they are embedded, both in their home country and in host ones. The domestic territorial capital has provided, and still provides, enterprises with workers endowed with the necessary technical skills that they can have great difficulty in finding in other places. In turn, companies support territorial capital generation through their activities. Research limitations/implications – To increase the generalisability of the results, future research should expand the sample and examine firms based in different countries and sectors. Practical implications – Implications for policy makers: developing effective initiatives to support and guide a sustainable territorial capital growth. Implications for managers and investors: improving managerial and investors’ decisions by disclosing a complete picture of the enterprise, also outside the firm boundaries. Originality/value – The study contributes to intangibles/intellectual capital literature by shedding light on the importance of including territorial capital in a company’s report to improve the definition of the firm’s value. Accounting of the territorial capital would increase the awareness of the socio-economic environment value in which companies are located and its use.

Factors affecting strategic plan implementation using interpretive structural modeling (ISM)

2018 ◽  
Vol 31 (5) ◽  
pp. 406-414 ◽  
Author(s):  
Mohammadkarim Bahadori ◽  
Ehsan Teymourzadeh ◽  
Hamidreza Tajik ◽  
Ramin Ravangard ◽  
Mehdi Raadabadi ◽  
...  
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Strategic Plan ◽  
Structural Modeling ◽  
Interpretive Structural Modeling ◽  
Plan Implementation ◽  
Content Type ◽  
Factors Affecting ◽  
Strategic Planning Process ◽  
The Relationship

PurposeStrategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM).Design/methodology/approachThe authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM.FindingsFive main factors affected strategic plan implementation. Although all five variables and factors are top level, “senior manager awareness and participation in the strategic planning process” and “creating and maintaining team participation in the strategic planning process” had maximum drive power. “Organizational structure effects on the strategic planning process” and “Organizational culture effects on the strategic planning process” had maximum dependence power.Practical implicationsIdentifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers.Originality/valueThe authors used ISM to analyze the relationship between factors affecting strategic plan implementation.

ROLE OF “CUSTOMER SUCCESS” METHODOLOGY IN STRATEGIC PLANNING PROCESS OF ORGANIZATION

2020 ◽  
Vol 20 (2) ◽  
pp. 171-175
Author(s):  
Amanat Moldokeeva ◽  
◽  
Aliya Asanbekova ◽  
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Developed Countries ◽  
User Feedback ◽  
Strategic Planning Process ◽  
A Company

Today’s most successful companies are committed to understanding the desired outcomes of their customers, and they’re designing experiences to help their customers achieve those outcomes. In other words, they’re focused on customer success. Most of companies in developed countries are understanding importance of Customer success methodology. Their experience could be useful for Kyrgyzstan market also. CSM is a customer representative in a company. Success Manager works ahead to prevent user problems. And its main goal is to show the value of the product to the client and transfer user feedback to the development and product teams.

Corporate Strategy from the Bottom

2014 ◽  
pp. 200-217
Author(s):  
Luca Romano
Keyword(s):  
Strategic Planning ◽  
Portfolio Management ◽  
Management System ◽  
Corporate Strategy ◽  
Planning Process ◽  
Strategic Thinking ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Strategic Direction ◽  
A Company

This chapter demonstrates that the connection between strategy and actions is key for a company to gain a conscious strategic advantage from what done in day-to-day activities. This connection is not always clear and often the officially stated strategy is far from the strategic direction showed from an analysis of the portfolio of initiatives undertaken by a company. Project Portfolio Management (PPM) methodology can help in assessing and improve this connection, as to start a PPM this connection must be clarified. This chapter aims to verify 2 hypotheses. The first is that it is possible to implement a Project Portfolio Management system in a company without a strategic planning process in place. The second is that the implementation of a Project Portfolio Management system helps companies to grow their strategic thinking and can be a first step in strategic planning.

Big Data and Enterprise Applications

2020 ◽  
pp. 185-218
Author(s):  
Ahmet Doğan ◽  
Emin Sertaç Arı
Keyword(s):  
Big Data ◽  
Business Processes ◽  
Real Life ◽  
Competitive Environment ◽  
The Public ◽  
Enterprise Applications ◽  
Definition Of ◽  
Relationship Of ◽  
The Relationship ◽  
A Company

Today, a company continues its activities in a highly competitive environment regardless of the sector in which it operates. An important point has been emphasized in many developments by experienced managers and academics which have been released to the public. From marketing to finance, human resource management, auditing and planning, all business processes have entered an incredible innovative process. One of the topics in this process is big data. When cumulative data are not used, they cannot transcend being huge piles of garbage. However, it is not possible to analyze such large, complex, and dynamic data via conventional methods. At this point, the concept of big data has emerged. In this study, after the explanation and definition of the concept, a vast literature review was conducted in order to present the relationship of big data with IoT, big data-related topics, and academic researches on big data. Afterwards, real-life enterprise applications were exemplified from various industries.

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