Setting a CKM Strategy

Setting a CKM Strategy

Minwir Al-Shammari (University of Bahrain, Bahrain)
Copyright: © 2009 |Pages: 30
DOI: 10.4018/978-1-60566-258-9.ch001
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In today’s dynamic business environment, change is omnipresent. Organizations have to develop sound change management strategies in order to counter the same. Transition to knowledge-based economies made establishment of effective knowledge management (KM) mechanisms within companies crucial to achieve business competitiveness. This chapter addresses background concepts, critical issues, and future trends related to the blueprinting of CKM as a knowledge-based strategy for anticipating and meeting customers’ needs profitably. Crafting CKM requires a set of activities, i.e. plan, design, build, and implement, which seek to create or leverage the firm’s distinctive core competencies (DCCs) in order to attain a sustainable competitive advantage (SCA). This chapter advocates the premise that successful businesses are those that have both vision and commitment to make that vision a reality. The vision might be customer-oriented, e.g. the strategy is CKM, the processes include CKM value chain primary activities (capture data from customers, create profiles of customers, compose knowledge about customers, maximize value for customers, measure return on relationships with customers, and master the learning throughout CKM change), and CKM value chain support activities: reorganizing people, reconfiguring processes, and retooling Information and Communication Technologies (ICTs).
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Conceptual Foundations

This section covers background concepts related to competitiveness strategies, viz. strategic thinking, strategic planning, and tools for strategic planning.

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