This article investigates the deep relation between knowledge management and decision‐making process. Strategy process is concerned with decisions that influence firm’s strategic position. This research tries to link how knowledge management influences these decisions that influence the position. If we can understand what are the knowledge’s modes of integration used over the different phases of the strategy‐making process, we can act on these modes more efficiently. Based on a qualitative research developed with 92 firms over the last four years, we study and classify how firms implement knowledge management (what we named knowledge management strategies (KMS)) and their impacts on the different phases of the decision‐making process in complex situations. For this second stage we analyze 14 decision‐making processes. The model is based on the Simon’s works and is built around the three phases: intelligence, conception, and selection. We describe knowledge’s transformations over this model and the role of each KMS in each phase. This paper demonstrates that knowledge types as well as knowledge management strategies have different roles regarding the phase of the process.

Purpose -This paper seeks to take up the challenges of examining the issues of knowledge transfer in an organization operating across Europe, the Middle East, Africa and Latin America. The purpose is directed to understanding whether knowledge management efforts can lead to the improvement of knowledge transfer.Design/methodology/approach -The paper adopts a qualitative analysis based on a case study whose aim is to evaluate the effectiveness of a global knowledge management programme in achieving best practices transfer in sales and marketing practices throughout business units of Europe, Middle East, Africa and Latin America. The principal data-gathering method is a structured interview conducted with senior staff from within 28 markets.Findings -The study's findings reveal that there is a level of complexity and non-linear interconnectivity within and between business units, which confirms that knowledge transfer is a complex, multifactor process relying on a number of interacting variables.Research limitations/implications -The results of a case study are somewhat limited in terms of their generalizability. Also, reflecting on the findings, it is useful to think of the challenge of achieving knowledge transfer across countries and cultures as a journey.Originality/value -The value-added of this paper is to give emphasis to the factors impacting knowledge transfer on a global scale.

PurposeUnderstanding what is the role of knowledge management in the action learning process and especially which practices of KM fits with the different phases of the action learning process.Design/methodology/approachThis paper is qualitative: 22 firms were observed and three different types of data were collected.FindingsIt stresses that KM and especially knowledge networks are crucial for an action learning process. Also, it demonstrates that different knowledge management practices have different roles regarding to the phase of the process they are involved. This paper explains the need to understand the organizational context to ensure performing learning.Research limitation/implicationsThe main limit is the use of only qualitative research method on 22 multinationals. No questionnaires and the implication for SMEs is limited.Practical implicationsAcademics will be interested in knowledge transformations through this process and consultants will discover what relevant knowledge management strategies in each phase of the process.Originality/valueThe topics of action learning and knowledge management are crucial for today's companies but have never been studied in the same research.