A model for assessing the coherence of companies’ knowledge strategy

Abstract

This paper proposes a strategic model for assessing the coherence between companies' knowledge strategies and their business strategies as well as in their competitive and organisational contexts. In analysing knowledge management literature, we locate three principal strategies: (1) knowledge development (internal or external), (2) knowledge sharing (codification or personalisation) and (3) knowledge exploitation (internal or external). We then position the three strategies and six related policies in the context-content-process dimensions of Pettigrew's model to create a useful framework for strategic analysis and a model to assess the coherence of companies' knowledge strategy. The model can be used to evaluate how an existing knowledge strategy aligns with a company's characteristics and to formulate and implement a coherent knowledge strategy based on the current competitive environment, organisational context and business strategy.

Inter-organisational technology/knowledge transfer: a framework from critical literature review

“…This is because, in general, what is actually transferred is not only a particular technology, a patent or a physical artefact, but also the knowledge gained by the individual or by the company itself on the characteristics and use of these technologies, which are commonly spread at various levels in the corporate structures (Howells 1996): it is clear that if an organization wants to acquire a certain technology, it must integrate internally not only its physical components but also the knowledge and skills needed to use them (De Toni et al 2011, 2012. It must therefore be actually transferred also the know-how on how to deal with the technologies, their usage and practices (Howells 1996;Malik 2002;Cummings and Teng 2003).…”

“…The environmental uncertainty adds elements of complexity. In fact, both the evolution of the technological and industrial changes in the political and social impact on how an organization can relate to and create strategies to compete in its reference environment (Flannery et al 1994;Caputo et al 2002;De Toni et al 2011). The influence of external factors on the learning environment of enterprises is a current topic (Argote et al 2003): the environmental turbulence, the degree of competition and customer characteristics affect the success of such learning strategies and organizational models.…”

Performance implications of matching adaption and innovation cognitive style with explicit and tacit knowledge resources

“…Furthermore, a more strategic level of managerial involvement, such as through grand and operational strategies, may benefit the use of appropriate knowledge resources (Denford & Chan, 2011). Organizational knowledge strategies can be biased toward particular approaches for managing knowledge (De Toni et al, 2011). For example, Kumar & Ganesh (2011) found a strong bias toward a personalization strategy as opposed to a codification strategy.…”

The Integration of Strategic Resources of a Company in the Context of the New Economy: A Conceptual Model

“…1. Хранение знаний С о с т а в л е н о п о: [Hansen, Nohria, Tierney, 1999;Choi, Lee, 2003;Scheepers, Venkitachalam, Gibbs, 2004;Greiner, Böhmann, Krcmar, 2007;Storey, Hull, 2010;Bettiol, Di Maria, Grandinetti, 2011;De Toni, Nonino, Pivetta, 2011;Kumar, Ganesh, 2011;Powell, Ambrosini, 2012;Kim et al, 2014;Merat, Bo, 2013;Cohen, Olsen, 2015;Mangiarotti, Mention, 2015;Venkitachalam, Willmott, 2015;Obeidat et al, 2016].…”