A strategy for knowledge management

Martina E. Greiner · Tilo Böhmann · Helmut Krcmar

356 citations0/0 files storedJournal of Knowledge Management

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Innovation and Knowledge Management Management and Organizational Practices Knowledge Management and Sharing

Abstract

Purpose The 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/approach This 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. Findings The 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/implications The 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 implications The 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/value The paper enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.

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References

1984Case Study Research: Design and Methods 2004Firm resources and sustained competitive advantage 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1993Cultures and Organizations: Software of the Mind.1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1997The Tacit Dimension

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