Use of analytic network process in selecting knowledge management strategies

Abstract

Purpose In order to maintain competitive advantage, companies need to have and manage successful knowledge management (KM) strategies which are difficult to imitate. However, various critical factors, such as determinants, dimensions, and enablers, which affect the evaluation of a successful KM strategy, have not been systematically investigated. The purpose of this paper is to bridge this gap by providing a good insight into the use of analytic network process (ANP) that is a multi‐criteria, decision‐making methodology in selecting an appropriate KM strategy. Design/methodology/approach In this study, after the decision criteria of KM strategy are introduced, an ANP model is developed and applied to KM strategy selection problem as a framework to guide KM managers. Findings First, the comprehensive ANP framework presents a roadmap for successfully selecting an appropriate KM strategy for Turkish manufacturing organizations. Second, as compared to the human‐oriented KM strategy (HKM) and system‐oriented KM strategy (SKM), dynamic KM strategy (DKM) can lead to a more targeted improvement in terms of knowledge transparency, knowledge sharing and communication. Finally, findings demonstrate that the ANP model, with minor modifications, can be useful to all firms in their KM strategy selection decisions. Research limitations/implications The developed ANP model provides firms with a simple, flexible, and easy to use approach to evaluate KM strategies efficiently. However, ANP is a highly complex methodology and requires more numerical calculations in assessing composite priorities than the traditional analytic hierarchy process (AHP) and hence it increases the effort. Originality/value While the selection of a suitable KM strategy is an important component of organization's success, very little research has devoted explicit attention to this issue. ANP has the ability to be used as a decision‐making analysis tool since it incorporates feedback and interdependent relationships among decision criteria and alternatives. In addition, it gives valuable information and guidelines which hopefully will help the KM managers to evaluate KM strategies through their organizations in an effective way.

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