Exploring primary activities of the knowledge chain

Clyde W. Holsapple · Kiku G. Jones

126 citations0/0 files storedKnowledge and Process Management

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Innovation and Knowledge Management Knowledge Management and Sharing Knowledge Management and Technology

Abstract

Abstract It is often claimed that knowledge management (KM) is important, or even essential, as a basis for competitiveness. The knowledge chain model was recently advanced as a first step in understanding the linkage between KM and organizational performance. Based on a general ontology of KM, this model identifies five primary and four secondary activities as focal points for enhancing competitiveness. Both anecdotes and survey results support the model. Here we further explore the primary KM activities found in the knowledge chain model by treating each as a class involving several distinct types of activity. A literature review yielded over 200 variations of the five primary activities. We consolidate these into 32 distinct activity types and organize them into the five primary activity classes. Within each class a typology of activity types is developed. The result is a more in‐depth version of the knowledge chain model. It gives greater guidance to practitioners striving to incorporate KM into their organizations and their competitive strategies. It also suggests avenues for future research. Copyright © 2004 John Wiley & Sons, Ltd.

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References

1995The Knowledge-Creating Company 1998The Knowledge-Creating Company 2001Knowledge Management: An Organizational Capabilities Perspective 1985How information gives you competitive advantage 1998Intellectual capital: The new wealth of organizations 2003A Relational View of Information Seeking and Learning in Social Networks 2003Relational Embeddedness and Learning: The Case of Bank Loan Managers and Their Clients 2001Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situations and Factors in Reuse Success

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2012The impact of knowledge management and strategy configuration coherence on SME performance 2013The role of transformational leadership and knowledge management processes on predicting product and process innovation: An empirical study developed in Kingdom of Bahrain 2005Exploring secondary activities of the knowledge chain 2008In search of a missing link 2008Decisions and Knowledge 2015

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