Toward a taxonomy of knowledge-based strategies: early findings

Russ, Meir; Jones, Jeannette K.; Fineman, Robert M.

doi:10.1504/ijkl.2006.009677

Cited by 24 publications

(25 citation statements)

References 122 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The knowledge focus of firms in Group B in fact shows a higher motivation toward new knowledge creation independently of its aims (Russ et al 2006). At the same time, however, they put higher emphasis than firms in Group A on all the primary and secondary activities in the knowledge chain whether the aim is to create new knowledge (acquisition and generation) or to utilize existing knowledge (selection and assimilation).…”

Section: Strategy and Knowledge Management Configurationsmentioning

confidence: 93%

“…Strategic and Knowledge management Focus-these sections (each containing eleven questions) aim, respectively, to identify the relevance of specific strategic orientations (e.g., the focus on the continuous improvement of products) (Coda 1988) and knowledge management orientations (e.g., the focus on new knowledge for the launch of new products) (Russ et al 2006); 2. Strategic and Knowledge management Policies Inside-out-These sections (each containing five questions) aim, respectively, to identify the relevance of specific firm resource bases (e.g., the relevance of the financial resources) (Grant 2005) and internal knowledge sources (e.g., the relevance of the entrepreneur for knowledge management) (Bierly and Chakrabarti 1996); 3.…”

Section: Sample Selection and Data Collectionmentioning

confidence: 99%

See 1 more Smart Citation

The impact of knowledge management and strategy configuration coherence on SME performance

Bagnoli

Vedovato

2012

J Manag Gov

View full text Add to dashboard Cite

According to recent literature, effective knowledge management should be coherent and based on the firm's strategy. Prior empirical research, in contrast, tries to evaluate the impact of knowledge management initiatives directly on performance but finds inconsistent results and not allows the understanding of knowledge management contribution to competitive advantage generation. In this study we aim to investigate the impact of knowledge management and strategy configuration coherence on SMEs innovation and organizational performance through a quantitative analysis carried out on a sample of 60 manufacturing SMEs in northeast Italy. Our findings reveal that a significant coherence exists between knowledge management and strategy configurations. Most of the SMEs with a prospector and defender strategy adopt, in turn, an aggressive and conservative knowledge management. Moreover, we find that such coherence has a significant impact on the overall performance. This is particularly interesting since it suggests that the inconsistency in the results of prior studies on the impact of knowledge management on performance (Kalling in J Knowl Manag 7(3):67-81; 2003) may be due to the lack of consideration of knowledge management and strategy configuration coherence.

show abstract

Section: Strategy and Knowledge Management Configurationsmentioning

confidence: 93%

Section: Sample Selection and Data Collectionmentioning

confidence: 99%

The impact of knowledge management and strategy configuration coherence on SME performance

Bagnoli

Vedovato

2012

J Manag Gov

View full text Add to dashboard Cite

show abstract

“…This means that like XML, RDF can be interpreted by computers as it uses tags as part of a well structured language (St. Laurent, 1999) for data interchange (W3C, 2006). The advantages of obtaining this interoperability are obvious for knowledge reuse (Russ et al, 2006), conceptual navigation and the fusion of knowledge organisation systems (KOS) through multiple domains (W3C, 2006;Zeng and Cahn, 2004;Davies et al, 2007).…”

Section: The Semantic Webmentioning

confidence: 99%

Eight steps towards the socialisation of the Semantic Web

Morato

Fraga

Andreadakis

et al. 2012

IJSHC

View full text Add to dashboard Cite

Abstract:The web presents an autonomous evolution that could be optimised having moved towards a more formalised semantic. Web 2.0 and the Semantic Web are approaches that target the improvement of the web through mechanisms for sharing information and resources. This document argues that Web 2.0 is not an immature stage of the Semantic Web but an orthogonal dimension of another web aspect, the semantic. Unfortunately, both dimensions are not independent; the more developed a semantic representation of a system is, for being more useful for the Semantic Web, the more distant it is to the Web 2.0. A semantic system highly formalised is less intuitive and less usable for users. The different possible evolutions are: the convergence of both webs, their coexistence and the autonomous evolution of the social web towards other semantic solutions. In order to enable a real Social Semantic Web, eight proposals are sited and discussed.

show abstract

“…The results presented represent the continuation and addition to an early analysis [6],that introduced the C 3 EEP (Codification-Tacitness;…”

Section: Introductionmentioning

confidence: 72%

“…The results of that study [6] demonstrated that the KB strategies had a direct and indirect association with organizational outcomes and culture. Earlier research also identified the significant relationship that two (out of the six) KB strategies have with some of the IS technologies studied [7], [8].…”

Section: Introductionmentioning

confidence: 86%

Knowledge-based strategies and information system technologies: preliminary findings

Russ

Jones

Proceedings. 2005 IEEE International Engineering Management Conference, 2005.

View full text Add to dashboard Cite

Knowledge-Based (KB) strategies are being recognized as a vital factor of business strategy. Still, there is limited empirical research in this young academic field. This research intends to add to the limited empirical research in the area of Knowledge Management (KM) and Information Systems (IS) technologies. This research uses a recently proposed framework to analyze the relationship between six KB strategic dimensions, organizational culture, and IS technologies. The results indicated that two KB strategies had a positive association with a number of IS technologies, but not all types of IS technologies.

show abstract

Toward a taxonomy of knowledge-based strategies: early findings

Cited by 24 publications

References 122 publications

The impact of knowledge management and strategy configuration coherence on SME performance

The impact of knowledge management and strategy configuration coherence on SME performance

Eight steps towards the socialisation of the Semantic Web

Knowledge-based strategies and information system technologies: preliminary findings

Contact Info

Product

Resources

About