Knowledge-Based Strategies and Systems: A Systematic Review

Knowledge-Based Strategies and Systems: A Systematic Review

Meir Russ (University of Wisconsin – Green Bay, USA), J. Greg Jones (Berea, Kentucky, USA) and Jeannette K. Jones (American Intercontinental University – Online Campus, USA)
DOI: 10.4018/978-1-59904-603-7.ch001
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Knowledge management strategies and implementation of knowledge-based systems have gained importance over the last decade. However, many organizations are not able to develop “winning” knowledge-based strategies and others waste signifi- cant monies when the knowledge-based systems they invest in fail to produce the desired results. To address the challenges faced by these organizations, a recently developed framework for strategic dilemmas was proposed by Russ, Jones, and Fineman (2006) to aid in the development of knowledge-based (KB) strategies. The framework (C3EEP) identifies six dilemmas that organizations should balance when considering their knowledge management and business strategies. Examples of such dilemmas include the balance between concealment (secrecy) vs. transparency, complementary vs. destroying, and the balance between exploitation and exploration. The framework compliments the six stages in the life cycle of KB systems (KBS) as identified by the academic literature that discusses the development and implementation of KBS from the information systems (IS) perspective (e.g., Lytras, Pouloudi, & Poulymenakou, 2002; Nissen, Kamel, & Sengupta, 2000). This interaction/ linkage between KB strategies and systems is crucial for the success of both. Academic research supports the complex relationship between the two. However, there is no conclusive formula for managing this relationship to achieve success. The purpose of this study will be to identify crossovers between the two streams (strategy and systems) of research by using a systematic literature review. For example, is the academic literature focusing mostly on the learning aspect (late stage in the life cycle) of the exploration strategy while largely ignoring the discussion about attracting the appropriate knowledge (early stage in the life cycle) for this kind of strategy? Or does the academic literature focus on populating a KBS with appropriate complementary knowledge while largely ignoring the dynamics of the transfer of destroying knowledge (learning aspect)? The authors hope to accomplish three goals in this study: (1) to continue the validation of the two (C3EEP and KBS life cycle) frameworks; (2) to identify new research opportunities; and (3) to focus managerial attention on areas of importance in KB strategies and systems that lack depth of academic discussion.

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Table of Contents
Chapter 1
Meir Russ, J. Greg Jones, Jeannette K Jones
Knowledge management strategies and implementation of knowledge-based systems have gained importance over the last decade. However, many... Sample PDF
Knowledge-Based Strategies and Systems: A Systematic Review
Chapter 2
Miltiadis D. Lytras, Leif Edvinsson, Patricia Ordóñez de Pablos
In light of the latest developments in the field of intellectual capital (IC) measuring and reporting (Asia, Europe, and USA), this chapter aims to... Sample PDF
The Intellectual Capital Statements: Evolution and How to Get Started
Chapter 3
Hanno Schauer, Carola Schauer
Knowledge management is an umbrella concept for different management tasks and activities. Various modeling abstractions and techniques have been... Sample PDF
Modeling Techniques for Knowledge Management
Chapter 4
Martin J. Eppler
This chapter looks at graphic strategies to reference knowledge and to make it more accessible through interactive knowledge maps. It discusses... Sample PDF
Classifying Knowledge Maps: Typologies and Application Examples
Chapter 5
Richard M. Adler
Current knowledge capture and retention techniques tend to codify “what-is” and “who knows” more effectively than “how-to”. Unfortunately, “how-to”... Sample PDF
Knowledge Engines for Critical Decision Support
Chapter 6
R. Todd Stephens
This chapter examines the elements of the new Web 2.0 technology base and discusses a framework for implementing into the typical knowledge store.... Sample PDF
Knowledge Management Strategies for Web 2.0 Integration
Chapter 7
James A. Sena
This chapter focuses on organization security issues in knowledge management. Security has always been a major corporate consideration. It must be... Sample PDF
Knowledge Management and Organization Security Issues
Chapter 8
Mariel Alejandra Ale, Omar Chiotti, Maria Rosa Galli
Lately, some Knowledge Management (KM) solutions suggest strategies to identify and acquire the invaluable organizational knowledge. These... Sample PDF
Enterprise Knowlegde Management for Emergent Organizations: An Ontology-Driven Approach
Chapter 9
Nicole M. Radziwill
A Community of Practice (CoP) unites individuals with shared interests and shared or complementary competencies to interact on a regular basis... Sample PDF
Implementing Communities of Practice to Manage Knowledge and Drive Innovation
Chapter 10
Michael J. Mannor
Drawing on the Carnegie tradition of bounded rationality, knowledge theory, and research on core rigidities, this research examines the potential... Sample PDF
The Hidden Deception of Knowledge Management Systems: Search, Rigidity, and Declining Radical Innovation
Chapter 11
Ricardo Salim, Carlos Ferran
Knowledge is generated and propogated by cultural selection, a process that—like it genetic counterpart, natural selection—consumes much time and... Sample PDF
The Current Bottleneck of Knowledge Management and How Information Technology can be Successfully Used to Reduce it
Chapter 12
Friedrich Roithmayr, Kerstin Fink
The management of knowledge has become a major research field in different disciplines in the last years. A key issue is the future development of... Sample PDF
A Framework for Introducing Knowledge Management in the Banking Sector: State of the Art and Empirical Results
Chapter 13
Nancy Linwood, Brian Langton
This chapter introduces the challenges facing interorganizational knowledge management networks. Examples from DuPont, the knowledge management... Sample PDF
Managing Interorganizational Networks
About the Contributors