Advertising knowledge management: strategies and implications

Use of analytic network process in selecting knowledge management strategies

“…For this purpose, we interviewed 12 functional managers in various manufacturing areas responsible for identifying decision criteria of KM strategy. In addition to the interviews, we used the KM literature to corroborate participants’ statements (mainly based on the studies of O’Dell et al , 1999; Zack, 1999; Ewing and West, 2000; Lee and Kim, 2001; Sunassee and Sewry, 2002; Liebowitz, 2001, 2003; Lee and Choi, 2003). After piloting, we formulated the ANP model and determined the criteria, sub‐criteria, alternatives and their connections through the related references and managers’ statements.…”

“…One strategy emphasizes the capability to help create, store, share, and use an organization's explicitly documented knowledge (Choi and Lee, 2002). In this strategy, explicit knowledge is carefully classified and stored in databases ready to be accessed and used by anyone in the company (Hansen et al , 1999; Ewing and West, 2000). In this paper, this strategy is referred to as system‐oriented strategy.…”

“…System‐oriented strategy attempts to increase organizational efficiencies by codifying and reusing knowledge mainly through advanced ITs (Davenport et al , 1998; Lee and Kim, 2001). By contrast, another strategy concentrates on the belief that the most valuable knowledge is tacit knowledge existing in peoples’ heads, and communicated through direct person‐to‐person contacts and through social relationships (Hansen et al , 1999; Zack, 1999; Ewing and West, 2000; Keskin, 2005; Choi et al , 2008). This strategy can be referred to as human‐oriented strategy.…”

Knowledge management strategies, innovation, and organisational performance

“…Literatures on innovation indicate a variety of types of innovation (Damanpour et al, 2009), ranging from incremental to radical, for example. Some researchers group the types of innovation into three main categories: administrative and technical, product and KMSs Author and year Codification and personalisation Edvardsson (2008), Ewing and West (2000), Greiner et al (2007), Hansen et al (1999), Keskin (2005), Kumar and Ganesh (2011), Maier and Remus (2003) process, and radical and incremental (Yang, 2007). The reasons why organisations adopt different types of innovations are because of environmental conditions, organisational factors, generation processes of innovation, and organisational sector.…”