Creating and Delivering a Successful Knowledge Management Strategy

2010 ◽  
pp. 261-276 ◽  
Author(s):  
Jiming Wu ◽  
Hongwei Du ◽  
Xun Li ◽  
Pengtao Li
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Management Strategy ◽  
Management Support ◽  
Knowledge Management Strategy ◽  
Top Management Support ◽  
The Past ◽  
Km Strategy ◽  
Key Driver

Over the past decade, the rapid proliferation of knowledge management (KM) has been one of the most striking developments in business. Viewing KM as a key driver of competitive advantage, we attempt to provide managers with important guidance on how to create and deliver a successful KM strategy. Specifically, we develop a framework of three factors that are vital to KM success: top management support, a culture of organizational learning, and effective measures of KM performance. To offer a better understanding of the factors, their multiple facets are further investigated and discussed.

scholarly journals KNOWLEDGE MANAGEMENT STRATEGY TO IMPROVE BUSINESS SECTOR

10.26458/1732 ◽  
2017 ◽  
Vol 17 (3) ◽  
pp. 19-32
Author(s):  
Haradhan Kumar Mohajan
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Intelligence ◽  
Management Strategy ◽  
Business Performance ◽  
Business Environment ◽  
Business Sector ◽  
Knowledge Management Strategy ◽  
Km Strategy

Every organization needs the proper knowledge management (KM) strategy for the development of the organization. In the last decades the business environment has changed and recently it becomes more dynamic and more complex. At present KM is valuable not only for individuals, and organizations, but also, for global humanity. So, the directors of the organizations must emphasize on the existing knowledge and try to develop them to achieve the competitive advantage. The purpose of the study is to explore the recent KM practice in the organizations and to show the ways to develop the new KM strategy in future. An attempt has been taken here to apply KM strategy in business performance, business intelligence, and e-business.

Using a Revised Knowledge Pyramid to Redefine Knowledge Management Strategy

2019 ◽  
pp. 1-18
Author(s):  
Murray E. Jennex
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Internet Of Things ◽  
Data Analytics ◽  
Management Strategy ◽  
Big Data Analytics ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Customer Intelligence

The knowledge pyramid has been used for several years to illustrate the hierarchical relationships between data, information, knowledge, and wisdom. This chapter posits that the knowledge pyramid is too basic and fails to represent reality and presents a revised knowledge-KM pyramid. One key difference is that the revised knowledge-KM pyramid includes knowledge management as an extraction of reality with a focus on organizational learning. The revised pyramid includes newer initiatives such as business and/or customer intelligence, big data, analytics, internet of things. Finally, this chapter discusses how KM strategy can be generated using the final revised pyramid.

Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command

2005 ◽  
pp. 104-129 ◽  
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command

2011 ◽  
pp. 2397-2422
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

A Systemic Framework for Accelerating Collaboration-Centered Knowledge Management Strategy

2012 ◽  
Vol 3 (1) ◽  
pp. 15-37
Author(s):  
Johanna Bragge ◽  
Hannu Kivijärvi
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Critical Element ◽  
Knowledge Management Strategy ◽  
Collaboration Engineering ◽  
Knowledge Resources ◽  
Km Strategy ◽  
New Knowledge ◽  
Critical Resource ◽  
Facilitation Techniques

Knowledge is today more than ever the most critical resource of organizations. However, at the same time it is also the least-accessible resource that is difficult to share, imitate, buy, sell, store, or evaluate. Organizations should thus have an explicit strategy for the management of their knowledge resources. In this research the authors pay special attention to a knowledge management (KM) strategy called collaboration-centered strategy. This strategy builds on the assumption that a significant part of personal knowledge can be captured and transferred, and new knowledge created through deep collaboration between the organization’s members. A critical element in the collaboration-centered KM strategy is the facilitation process that involves managing relationships between people, tasks and technology. The authors describe how the Collaboration Engineering approach with packaged facilitation techniques called ThinkLets is able to contribute to this endeavour.

Challenges in Developing a Knowledge Management Strategy for the Air Force Materiel Command

2011 ◽  
pp. 314-340
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

Knowledge Management Strategy Formation

2011 ◽  
pp. 419-428 ◽  
Author(s):  
Clyde W. Holsapple ◽  
Kiku Jones
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Knowledge Management Strategy ◽  
Knowledge Processing ◽  
Strategy Formation ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Km Strategy ◽  
Blind Spots

Knowledge-based organizations (Holsapple & Whinston, 1987; Paradice & Courtney, 1989; Bennet & Bennet, 2003) are intentionally concerned with making the best use of their knowledge resources and knowledge-processing skills in the interest of enhancing their productivity, agility, reputation, and innovation (Holsapple & Singh, 2001). A key question that confronts every knowledge-based organization is concerned with how to approach the task of forming a KM strategy. Beyond aligning KM strategy with an organization’s vision and overall strategy for achieving its mission, how does the creator of a KM strategy proceed? How is the created (or adopted) KM strategy communicated and evaluated? What can be done to avoid blind spots, gaps, and flaws in the strategy?

scholarly journals Knowledge Management Strategy, Innovation, and Performance in Small Business Enterprise in Indonesia

The Winners ◽  
2021 ◽  
Vol 22 (1) ◽  
Author(s):  
Aryo Bismo ◽  
Wensin Halim ◽  
Monica Andini Erwinta
Keyword(s):  
Knowledge Management ◽  
Small Business ◽  
Competitive Advantage ◽  
Management Strategy ◽  
Management Strategies ◽  
Strategic Decision ◽  
Business Enterprise ◽  
Knowledge Management Strategy ◽  
Business Enterprises ◽  
And Performance

A business should be able to achieve competitive advantage due to technology development in industry 4.0. The digital industry could be relied on to sustain economic growth and encourage equity for small business enterprise to reach more markets and profit, especially during the COVID-19 pandemic, while at the same time to accomplish competitive advantage by having strong infrastructure, creating and sharing knowledge, and formulating strategic decision making, and innovation. The research aimed to provide view about the knowledge management strategies that specifically testing both codification and personalization, and their consequences on innovation and performance in small business enterprise. Data were collected from 46 small business enterprises in Indonesia through online questionnaires, and were analysed using structural equation modelling. The results reveal that knowledge management strategies—codification and personalization—have impacts on innovation and performances directly and indirectly through the increase on innovation capability. It is considered that the research will help small business enterprises to establish a good knowledge management strategy to obtain better profit on a specific condition and environment.

scholarly journals Implementing Knowledge Management

2011 ◽  
Vol 2 (5) ◽  
Author(s):  
Peng Chan ◽  
Dennis Pollard ◽  
Piboon Puriveth
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
Management Strategy ◽  
Meta Analysis ◽  
Real Life ◽  
Management Systems ◽  
Knowledge Management Strategy ◽  
Strong Indicator ◽  
Intellectual Assets

The growing reliance on intellectual assets to gain competitive advantage has necessitated the development and implementation of knowledge management systems in order to collect, organize and transfer all of the knowledge accumulated by modern organizations.  This study is presented as a consolidation of previous research performed in this area, and integrates this work with a meta-analysis of two real life case studies.  The corresponding results suggest that the tacit/explicit dimension of knowledge is a strong indicator of the type of knowledge management strategy a given company should follow.

Challenges in Developing a Knowledge Management Strategy

2010 ◽  
pp. 1664-1668
Author(s):  
Summer E. Bartczak ◽  
Jason M. Turner ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Technology Usage ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
Future Strategy

It is widely acknowledged that knowledge management (KM) strategy is a desired precursor to developing specific KM initiatives. Strategy development is often difficult due a variety of influences and constraints. Using KM influences as a foundation, this case study describes issues involved in developing a KM strategy for the Air Force Material Command, including issues to be considered for future strategy development such as leadership support and understanding, conflicts with IT organizations, funding, technology usage and configuration, and outsourcing.

Sign in / Sign up

Export Citation Format

Share Document