Knowledge strategy and its influence on knowledge organization

Abstract

Knowledge strategy is the set of guidelines that shape the decisions that an organization makes regarding the acquisition, storage, manipulation, and application of its knowledge base. The purpose of this study is to identify and describe the influence knowledge strategy has on the manner in which an organization's knowledge is organized. Using semi-structured interviews of upper level executives from various industries, relationships are established between certain characteristics of knowledge strategy types (e.g. proactive or reactive knowledge acquisition) and the organization of knowledge within the organization. Results indicate that certain aspects of a knowledge strategy are linked to certain approaches to knowledge organization, though organizational characteristics such as structure and industry type also play a major role.

Characterisation of knowledge-based networking strategies: insights from the KIBS sector

“…In a broad sense, it can be referred to as the general guidelines that shape an organisation's manipulation of its cognitive resources (Kasten, 2007). In practical terms, the notion can be associated to the plans of an organisation for making the best use of its knowledge assets for competitive advantage (Holsapple and Jones, 2006;Zack, 1999).…”

Leveraging social capital in university-industry knowledge transfer strategies: a comparative positioning framework

“…Conceptually defined, von Krogh et al (2001) assert that knowledge strategy is the implementation of knowledge processes in new or existing knowledge domains, for the purposes of achieving strategic goals. Kasten (2007) functionally contextualizes it as a component of the organizational strategy, which connects the organization's strategic decisions to its knowledge structures and activities. The aim of knowledge strategy is to convert knowledge into a source of sustainable competitive advantage by doing something useful with it (Archer-Brown & Kietzmann, 2018; Davenport, Davies, & Grimes, 1998).…”

Strategic planning approaches to knowledge management: a taxonomy

“…While the idea of knowledge as a strategic weapon is not new (Kasten 2007), it is the development of the so-called "knowledge-based view of the firm" (Grant 1996;Sveiby 2001) and, especially, the growing interest in KM that have made knowledge strategy a key topic of analysis.…”

“…Bierly and Chakrabarti (1996) conceptualize a knowledge strategy as the set of choices and plans that regard the firm's knowledge base, which affects its competitive capability. Consequently, it is possible to summarise that a knowledge strategy can be referred to as the general guidelines that shape an organization's manipulation of its cognitive resources (Kasten 2007) with the ultimate goal to make the best use of these assets for competitive advantage (Holsapple and Jones 2006).…”