How Do We Get There? Strategy Action Framework–"Action Engine"

2010 ◽  
pp. 181-215
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Riccardo Paterni ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Knowledge Base ◽  
Business Strategy ◽  
Management Strategy ◽  
Action Plan ◽  
Core Competencies ◽  
Comprehensive Planning ◽  
Knowledge Management Strategy ◽  
Planning Framework

The chapter will describe a comprehensive planning framework for developing a company’s knowledge management strategy. The framework includes the goals and game plans of the strategy and the use of three enablers supporting such a strategy: levers, processes, and systems. This is complemented by the development of an action plan while considering the resources needed and the constraints present. The framework also includes the discussion of aligning the knowledge management strategy with the company’s business strategy as well as with the organization’s knowledge base and core competencies. The chapter uses two cases to illustrate some of the aspects discussed.

Creating and Sustaining Meta Organizational Memory

2010 ◽  
pp. 184-200
Author(s):  
Susan G. McIntyre
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Knowledge Base ◽  
Management Strategy ◽  
Organizational Memory ◽  
Knowledge Management Strategy ◽  
National Memory ◽  
Knowledge Management Theory ◽  
Collaborative Initiative

The case study of the Chemical, Biological, Radiological-Nuclear, and Explosives (CBRNE) Research and Technology Initiative (CRTI), a Canadian government meta-organizational collaborative initiative, is presented. Multiple federal departments and agencies have a joint responsibility for creating a knowledge base and a national memory for the purposes of protecting the country against CBRNE threats posed by terrorists. The conditions of a meta-organization present particular opportunities and challenges for organizational learning and organizational memory. Organizational learning and knowledge management theory provide the premises for addressing these issues. An intentional knowledge management strategy has been instrumental in organizational learning, resulting in a knowledge base for a collective organizational memory. Ongoing challenges are being addressed by the strategy.

scholarly journals Knowledge management framework for the development of an effective knowledge management strategy

2007 ◽  
Vol 9 (2) ◽  
Author(s):  
J. C. Mostert ◽  
M. M.M. Snyman
Keyword(s):  
Knowledge Management ◽  
Knowledge Base ◽  
Management Strategy ◽  
Knowledge Management Strategy ◽  
Changing Environment ◽  
Management Framework ◽  
Knowledge Framework

To survive and prosper in a highly competitive and rapidly changing environment, organizations need to explicitly manage their knowledge. This article reports on a knowledge management framework that provides a clear and unambiguous knowledge base, which in turn can serve as a platform for the development of an effective knowledge management strategy. An appropriate knowledge framework is selected and combined with an appropriate management framework to create a well defined, theoretically sound knowledge management framework. 

A strategy for knowledge management

2007 ◽  
Vol 11 (6) ◽  
pp. 3-15 ◽  
Author(s):  
Martina E. Greiner ◽  
Tilo Böhmann ◽  
Helmut Krcmar
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Management Strategy ◽  
Small Sample ◽  
Process Efficiency ◽  
Organizational Environment ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
Organizational Unit ◽  
Knowledge Management Initiatives

PurposeThe purpose of this paper is to study the influence of organizational environment on the selection of knowledge management strategies. The paper focuses particularly on the relationship between business and knowledge management strategy and the success of the knowledge management initiatives.Design/methodology/approachThis paper is a case study researching 11 German and Swiss companies. The knowledge management initiatives were categorized by six criteria (objectives, processes, problems, content, strategy, knowledge type) and their fit with the respective business strategy of the organizational unit was evaluated.FindingsThe findings in this paper suggest a relationship between the success of knowledge management and the alignment of knowledge management and business strategy. The paper also shows that an organization whose business strategy requires process efficiency should rely primarily on a codification strategy. An organization whose business strategy requires product/process innovation should rely primarily on a personalization strategy. The most successful knowledge management projects were driven by a strong business need and with the goal to add value to the organizational unit operations.Research limitations/implicationsThe paper shows there are limitations due to the qualitative nature of the research: logical rather than statistical conclusions, small sample size, and subjectivity of interpretations.Practical implicationsThe paper sees that a manager should be aware of the objectives and business processes of the organizational unit and chooses the knowledge management strategy and objective in accordance to the business strategy and objective.Originality/valueThe paper enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.

A Tour of a Successful Knowledge Management Strategy

2002 ◽  
Vol 54 (11) ◽  
pp. 33-34 ◽  
Author(s):  
Michael Behounek ◽  
Mary Rose Martinez
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Knowledge Management Strategy

scholarly journals Developing an intranet towards knowledge sharing: A practitioner-based inquiry

2008 ◽  
Vol 10 (1) ◽  
Author(s):  
U. R. Averweg
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Mixed Methodology ◽  
Knowledge Management Strategy ◽  
Technology Infrastructure ◽  
Large Organization ◽  
Use Of Knowledge ◽  
Selection Of

The intranet is a common feature in many organizations. With the increasing use of a technology infrastructure in organizations, there is a continued challenge for employees in an organization to contribute their knowledge willingly and to make use of knowledge sharing with other employees. Intranets are well-suited for use as a strategic tool in knowledge sharing due to their ability to support the distribution, connectivity and publishing of data and information. Intranets should be seen as integral to an organization’s knowledge management strategy and should be tailored to suit and enhance an organization’s knowledge-sharing activities. The question arises: To what extent does an organization’s existing intranet facilitate knowledge sharing? From a practitioner-based inquiry perspective, this question was explored by the selection of a large organization – eThekwini Municipality, Durban, South Africa – as the field of application. Derived from a mixed methodology approach, the results of a survey are presented. It is suggested that encouragement be given for more practitioner-based inquiry research.

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