Enhancing Performance Through Knowledge Management: Holistic Framework

Enhancing Performance Through Knowledge Management: Holistic Framework

Anne P. Massey (Indiana University, USA), V. Ramesh (Indiana University, USA) and Mitzi M. Montoya-Weiss (North Carolina State University, USA)
DOI: 10.4018/978-1-59904-486-6.ch014
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Abstract

Knowledge management (KM) has gained increasing attention since the mid-1990s. A KM strategy involves consciously helping people share and put knowledge into action. However, before an organization can realize the promise of KM, a fundamental question needs to be asked: What performance goal(s) is the organization trying to achieve? In this paper, we develop and offer a framework that provides a holistic view of the performance environment surrounding organizational knowledge work. We illustrate the KM framework using two organizational case studies. Then, based on the KM framework and further insights drawn from our case studies, we offer a series of steps that may guide and assist organizations and practitioners as they undertake KM initiatives. We further demonstrate the applicability of these steps by examining KM initiatives within a global software development company. We conclude with a discussion of implications for organizational practice and directions for future research.

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Table of Contents
Chapter 1
Shamin Bodhanya
This chapter demonstrates that despite a plurality of discourses related to knowledge, they are reduced to a single dominant discourse on knowledge... Sample PDF
Knowledge Management: From Management Fad to Systemic Change
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Chapter 2
Cesar Camison Zornoza, Daniel Palacios Marques, Fernando Jose Garrigos Simon
In the resource-based view (RBV) approach, the knowledge border rests on the understanding of the distinctive competences creation and recreation... Sample PDF
Does Knowledge Management Improve Firm Performance? The Effect of Knowledge Distinctive Competences
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Chapter 3
Anne-Marie Croteau, Marc Dfouni
This chapter presents the results obtained after reaching a consensus among 100 knowledge leaders on their critical issues. These issues include the... Sample PDF
Knowledge Management Leaders' Top Issues
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Chapter 4
Fergal McGrath, Rebecca Purcell
This chapter introduces external knowledge search strategy as a central element of an organizations overall knowledge management strategy. The... Sample PDF
External Knowledge Search Strategy as an Essential Element of a Knowledge Management Strategy
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Chapter 5
Robert Parent, Denis St-Jacques, Julie Bélievau
This chapter reviews recent literature on knowledge and knowledge transfer (KT) and proposes the emergence of a classification system of the core KT... Sample PDF
Knowledge Transfer Strategy: An Emerging Classification System
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Chapter 6
Emmanuel D. Adamides, Nikolaos Pomonis
This chapter addresses the question of whether a modular organizational structure cultivates long-term proactive strategic flexibility. With the... Sample PDF
Modular Organizations and Strategic Flexiblity: The Mediating Role of Knowledge Management Strategy
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Chapter 7
Peter H. Jones
Proponents of the resource-based view of strategic management have argued for processes that align organizational knowledge resources to business... Sample PDF
Socializing a Knowledge Strategy
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Chapter 8
Marc Henselewski, Stefan Smolnik, Gerold Riemmp
Today’s business environment is characterized by highly transparent markets and global competition. Technology life cycles are decreasing due to the... Sample PDF
A Technology-Focused Framework for Integrating Knowledge Management into Strategic Innovation Management
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Chapter 9
Derek A. Asoh, Salvatore Belardo, Peter Duchessi
Knowledge has been recognized as a key organizational resource. Yet, despite commitment in knowledge management (KM), many researchers and... Sample PDF
Knowledge Strategic Alignment: Research Framework, Models, and Concepts
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Chapter 10
Ronald Maier, Ulrich Remus
Many organizations have established knowledge management initiatives, but most of them have developed instruments bottom-up, often in parallel and... Sample PDF
Integrating Knowledge Management Services: Strategy and Infrastructure
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Chapter 11
Hannu Kivijarvi
Knowledge is the capability to make decisions and the primary resource for all organizational transformations. It allows strategic decision making... Sample PDF
Aligning Knowledge and Business Strategies within an Artificial Ba Context
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Chapter 12
Lars Taxén
In this chapter, the activity domain theory is introduced as a theoretical lens for guiding the alignment of business and knowledge strategies.... Sample PDF
The Activity Domain Theory: Informing the Alignment of Business and Knowledge Management Strategies
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Chapter 13
Keith Sawyer, John Gammack
Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on... Sample PDF
Developing and Analysing Core Competencies for Alignment with Strategy
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Chapter 14
Anne P. Massey, V. Ramesh, Mitzi M. Montoya-Weiss
Knowledge management (KM) has gained increasing attention since the mid-1990s. A KM strategy involves consciously helping people share and put... Sample PDF
Enhancing Performance Through Knowledge Management: Holistic Framework
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Chapter 15
Summer E. Bartczak, Ellen C. England
It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge... Sample PDF
Challenges in Developing a Knowledge Management Strategy for the Air Force Materiel Command
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Chapter 16
W. A. Taylor, M. A. Schellenberg
While organizations continue to grapple with the implementation of knowledge management, there remains a need for empirical research into the... Sample PDF
Measuring Organizational Readiness for Knowledge Management
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Chapter 17
El-Sayed Abou-Zeid
The role of knowledge as a crucial asset for an enterprise’s survival and advancement has been recognized by several researchers (e.g., von Krogh... Sample PDF
Alignment of Business and Knowledge Management Strategies
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About the Contributors