The Knowledge Strategy Process

Spek, Rob van der; Hofer-Alfeis, Josef; Kingma, Jan

doi:10.1007/978-3-540-24748-7_20

Cited by 12 publications

(8 citation statements)

References 1 publication

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“…The key elements of a knowledge strategy are knowledge domains and knowledge intents. Knowledge domains are areas of interest and expertise that comprise strategic knowledge resources (Von Krogh et al , 2001; Van der Spek et al , 2003). Domains can focus on external or internal issues, and be more general or more specific.…”

Section: Understanding Km Strategymentioning

confidence: 99%

A strategy‐based ontology of knowledge management technologies

Saito

Umemoto

Ikeda

2007

Journal of Knowledge Management

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Purpose-The purpose of this paper is to distinguish and describe knowledge management (KM) technologies according to their support for strategy. Design/methodology/approach-This study employed an ontology development method to describe the relations between technology, KM and strategy, and to categorize available KM technologies according to those relations. Ontologies are formal specifications of concepts in a domain and their interrelationships , and can be used to facilitate common understanding and knowledge sharing. The study focused particularly on two sub-domains of the KM field: KM strategies and KM technologies. Findings-''KM strategy'' has three meanings in the literature: approach to KM, knowledge strategy, and KM implementation strategy. Also, KM technologies support strategy via KM initiatives based on particular knowledge strategies and approaches to KM. The study distinguishes three types of KM technologies: component technologies, KM applications, and business applications. They all can be described in terms of ''creation'' and ''transfer'' knowledge strategies, and ''personalization'' and ''codification'' approaches to KM. Research limitations/implications-The resulting framework suggests that KM technologies can be analyzed better in the context of KM initiatives, instead of the usual approach associating them with knowledge processes. KM initiatives provide the background and contextual elements necessary to explain technology adoption and use. Practical implications-The framework indicates three alternative modes for organizational adoption of KM technologies: custom development of KM systems from available component technologies; purchase of KM-specific applications; or purchase of business-driven applications that embed KM functionality. It also lists adequate technologies and provides criteria for selection in any of the cases. Originality/value-Among the many studies analyzing the role of technology in KM, an association with strategy has been missing. This paper contributes to filling this gap, integrating diverse contributions via a clearer definition of concepts and a visual representation of their relationships. This use of ontologies as a method, instead of an artifact, is also uncommon in the literature.

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Section: Understanding Km Strategymentioning

confidence: 99%

A strategy‐based ontology of knowledge management technologies

Saito

Umemoto

Ikeda

2007

Journal of Knowledge Management

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“…Some 36 years after the publication of British Standard BS 5,750: 1979, the strategically important role of knowledge as a resource (Andreeva and Kianto, 2012; Kianto and Ritala, 2010; Grant, 1996; Van der Speak et al ., 2002) has been acknowledged in ISO 9001: 2015. This is significant and signals the increasing importance of knowledge within organizations.…”

Section: Discussionmentioning

confidence: 99%

“…The specification of knowledge as a resource (Andreeva and Kianto, 2012; Kianto and Ritala, 2010; Grant, 1996; Van der Speak et al ., 2002) in ISO 9001: 2015 has finally acknowledged earlier views that “a resource-based theory of the firm thus entails a knowledge-based perspective” (Conner and Prahalad, 1996, p. 477), and that for organizations: “to succeed they have to view knowledge as an asset and manage it effectively” (Lim et al , 1999, p. S616).…”

Section: International Organization For Standardization 9001: 2015 and Knowledge Managementmentioning

confidence: 99%

Developing a knowledge management policy for ISO 9001: 2015

Wilson

Campbell²

2016

JKM

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Purpose International Organization for Standardization (ISO) 9001: 2015 quality management systems places an obligation on organizations to consider the role of organizational knowledge as a resource. The purpose of this paper is to systematically relate the key fundamentals of knowledge management to the seven quality management principles of ISO 9001: 2015. It is the first to consider this relationship. Design/methodology/approach The paper traces the history of quality standards and the background to the inclusion of an organizational knowledge clause in ISO 9001: 2015. It then systematically considers the seven quality management principles in relation to knowledge management principles. Findings The core elements of the knowledge management standard are incorporated with the organizational knowledge clause. Explicit and tacit knowledge are addressed by the ISO standard. Knowledge and its management will become increasingly important in organizations driven by ISO certification requirements. Research limitations/implications ISO 9001: 2015 was released in September 2015 which means that organizations have yet to apply the organizational knowledge clause. This paper is a conceptual one which needs to be complemented with empirical research. Practical implications This paper identifies the role of knowledge management principles as they apply to ISO 9001: 2015 and the seven quality management principles. More than 1.1 million organizations are certified to ISO 9001, plus many others who use the standard informally. Those involved with organizational quality will need to understand the role of knowledge in the organization. Social implications Quality services and products need to be underpinned with strategic knowledge management. Originality/value This paper is the first to discuss knowledge management in relation to the seven quality management principles which assist the development of policy for quality management.

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“…The present study attempts to evaluate knowledge flow quantitatively, which has always been a question that needs to be addressed in social sciences [6,66]. Each knowledge area requires its own heuristic methods to evaluate knowledge quantitatively [67]. In this respect, Davenport and Prusak's knowledge-centred typology has rarely been operationalised [5,6] and lacks maturity.…”

Section: Why Combine the Two Typologies (Velocity/viscosity And Compomentioning

confidence: 99%

Evaluation of Knowledge Flow from Developed to Developing Countries in Small Satellite Collaborative Projects: The Case of Algeria

2020

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Technology transfer involves the flow of knowledge from technology developers or possessors to technology acquirers that benefit from the knowledge. This article proposes a model for the evaluation of knowledge flow in complex technology transfer projects from developed to developing countries. The proposed knowledge flow model is built by combining the concepts of knowledge viscosity and velocity with the concepts of architectural and component knowledge. The model rests on the idea that the transfer of knowledge to resource-limited organisations such as those in developing countries requires a balance between viscosity and velocity on one hand, and between architectural and component knowledge on the other. The knowledge flow model has been tested on data sourced from three Earth-observation small satellite collaborative projects leveraged by Algeria in order to acquire small satellite technology from abroad and build local capability. The implementation of the model revealed that the collaborative projects enabled only the acquisition of a shallow form of architectural knowledge detached from the local environment. The findings are reflective of the limitations of the collaborative projects mechanism and the challenge faced by the technology acquirer to strike the appropriate component/architectural and viscosity/velocity balance.

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The Knowledge Strategy Process

Cited by 12 publications

References 1 publication

A strategy‐based ontology of knowledge management technologies

A strategy‐based ontology of knowledge management technologies

Developing a knowledge management policy for ISO 9001: 2015

Evaluation of Knowledge Flow from Developed to Developing Countries in Small Satellite Collaborative Projects: The Case of Algeria

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