Knowledge Management Strategy Formation

Knowledge Management Strategy Formation

Clyde W. Holsapple (University of Kentucky, USA) and Kiku Jones (University of Tulsa, USA)
DOI: 10.4018/978-1-59904-933-5.ch071
OnDemand PDF Download:
$37.50

Abstract

Knowledge-based organizations (Holsapple & Whinston, 1987; Paradice & Courtney, 1989; Bennet & Bennet, 2003) are intentionally concerned with making the best use of their knowledge resources and knowledge-processing skills in the interest of enhancing their productivity, agility, reputation, and innovation (Holsapple & Singh, 2001). A key question that confronts every knowledge-based organization is concerned with how to approach the task of forming a KM strategy. Beyond aligning KM strategy with an organization’s vision and overall strategy for achieving its mission, how does the creator of a KM strategy proceed? How is the created (or adopted) KM strategy communicated and evaluated? What can be done to avoid blind spots, gaps, and flaws in the strategy?

Complete Chapter List

Search this Book:
Reset