A strategy-based process for implementing knowledge management: An integrative view and empirical study

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Abstract

Knowledge resource is unique and valuable for a link to competitive advantage based on the knowledge-based perspective. Effective knowledge management is the major concern of contemporary business managers. The key determinant of effective knowledge management is the firm's competitive strategy. The link between business strategy and knowledge management, while often discussed, has been widely ignored in practice. Moreover, while knowledge management is complex in nature, it is difficult to directly translate a firm's competitive strategy into the specific knowledge management activities. This requires first defining knowledge strategy to guide further information technology (IT)-supported implementation approaches. Finally, the ultimate goal of knowledge management lies in the realization of firm performance. Previous studies have just discussed partial relationship among these relevant knowledge concepts rather than in an integrative manner. Thus, this research proposes a complete process-based model with four components: competitive strategy, knowledge strategy, implementation approach, and firm performance. Empirical results have shown positive relationships between any two consecutive components and useful insight for knowledge implementation practice.

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