Knowledge management strategy diagnosis from KM instruments use

Angel L. Meroño‐Cerdán · Carolina López‐Nicolás · Ramón Sabater Sánchez

85 citations0/0 files storedJournal of Knowledge Management

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Innovation and Knowledge Management Management and Organizational Practices Information Architecture and Usability

Abstract

Purpose The purpose of this article is to measure knowledge management (KM) implementation and determine KM strategy by assigning KM instruments into KM orientations. Design/methodology/approach Information is collected from ten SMEs in Spain and ten in Austria taking part in a KM audit project. Findings Results show that instruments can be used to diagnose KM strategy. Besides, some firm's characteristics as industry, national culture, size and age act as contingent factors. Personalisation strategy is predominant probably due to be more feasible in first KM stages. Research limitations/implications Besides the increase of cases, business strategy could be introduced to explore relationships with KM instruments and strategy. Practical implications This study helps management to auto‐diagnosis its KM implementation and strategy Originality/value Instead of sophisticated measures, KM strategy is revealed considering knowledge instruments use.

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References

1991Exploration and Exploitation in Organizational Learning 1996Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration 1999What's your strategy for managing knowledge?2006Communities of Practice: The Organizational Frontier 1998SUCCESSFUL KNOWLEDGE MANAGEMENT PROJECTS 1999Developing a Knowledge Strategy 1999An Integrated Model of Information Systems Adoption in Small Businesses 2001Knowledge Management Strategies: Toward a Taxonomy

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