The Experts below are selected from a list of 352485 Experts worldwide ranked by ideXlab platform
Krishna Venkitachalam - One of the best experts on this subject based on the ideXlab platform.
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Factors shaping organizational dynamics in strategic Knowledge management
Knowledge Management Research & Practice, 2015Co-Authors: Krishna Venkitachalam, Hugh WillmottAbstract:Knowledge as a valuable asset of organizations is increasingly incorporated into thinking about Strategy. Studies of Knowledge management (KM) suggest that executives engaged in decision making often have a slender understanding of the strategic significance of Knowledge. When addressing the challenge of explicating and designing a Knowledge Strategy, logics of codification and personalization have been differentiated and commended. The paper draws upon evidence from four case studies to identify factors that shape the evolving contexts of Knowledge strategies. It is in these contexts that the challenge of continuously reviewing and revising the mix of codifying and personalizing aspects of strategic KM is practically accomplished. The cases are analysed with reference to external competition, leadership, organizational politics, culture and technology as a basis for advancing a more dynamic framework for the analysis of Knowledge strategies.
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PACIS - Supporting Knowledge Strategy in consulting organizations : codification, personalization or both
2011Co-Authors: Krishna Venkitachalam, Rens Scheepers, Martin GibbsAbstract:This paper reports on results from an ongoing study of the information infrastructure support for organizational Knowledge Strategy. We assess the applicability and predictions of the widely cited model of Hansen, Nohria and Tierney’s on Knowledge Strategy and infrastructure support. We do so by means of two case studies that we conducted in the consulting sector. Our findings indicate support for the Hansen et al.’s model as each of the organizations has predominately pursued a Knowledge Strategy consistent with the model’s predictions. However, we also find that in so doing, organizations can incur significant opportunity costs if either a codification or a personalization Knowledge Strategy is allowed to predominate to such an extent that it crowds-out the alternative Knowledge Strategy.
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ECIS - Formulating an organizational Knowledge Strategy : the influence of existing IT infrastructure
2011Co-Authors: Krishna Venkitachalam, Rens ScheepersAbstract:This paper questions the influence of a pre-existing information technology (IT) infrastructure on the formulation of an organizational Knowledge Strategy. We draw on a classification of four different strategic views of IT infrastructure and explore how the historic investment in IT infrastructure enables and constrains the formulation of Knowledge Strategy in four case organizations. The four case organizations are representative of different scenarios of historic investments in IT infrastructure and Knowledge Strategy formulation. Our findings indicate that an IT infrastructure that is minimal or fragmented constrains the formulation of an explicit Knowledge Strategy. We further find that an extensive existing IT infrastructure enables the pursuit of an explicit Knowledge Strategy, but that even an elaborate IT infrastructure can introduce some constraints on IT facilitated Knowledge processes in the organization.
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Knowledge management governance – a strategic driver
Knowledge Management Research & Practice, 2011Co-Authors: Suzanne Zyngier, Krishna VenkitachalamAbstract:This paper investigates how Knowledge management (KM) governance drives the effective implementation of KM Strategy in organizations. To this end, we analysed the survey evidence from 218 organizations from the perspective of KM governance, selection of techniques in the development and implementation of Knowledge Strategy and its alignment with business Strategy. Based on the analysis, we have developed a model of KM governance explaining elements of KM maturity that lead to strategic benefits realization. We reveal the relative importance of the roles of KM authority entities and the vital link between KM governance and corporate governance. These underscore how the KM governance environment supports the effective management of Knowledge through strategically aligned, governed, transparent activity.
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Knowledge Strategy in organizations: refining the model of Hansen, Nohria and Tierney
Journal of Strategic Information Systems, 2004Co-Authors: Rens Scheepers, Krishna Venkitachalam, Martin GibbsAbstract:We assessed the model of Knowledge Strategy and IT support proposed by Hansen, Nohria and Tierney. Their main argument is that, in order to enable effective use of Knowledge, organizations should select an 80/20 Knowledge Strategy mix of codification and personalization with one of these strategies dominant. We examined the Knowledge Strategy emphasis (codification or personalization) in each of four case organizations. These organizations represented different combinations of the codification and personalization Knowledge Strategy mix. Our cases indicate some support for Hansen et al.'s main argument, but also highlight the need for refinements to their model. Based on our assessment, we conclude that the advice of Hansen et al. is useful for deciding upon an initial strategic direction and setting suitable priorities. We propose the following refinements to the model. First, organizations may find it necessary to evolve their Knowledge Strategy mix over time, augmenting the alternate Strategy as a result of the intertwined nature of Knowledge processes. Second, we propose two strategic pathways that organizations could adopt on their journey towards effective use of organizational Knowledge. Lastly, we identify additional considerations for deciding upon a particular Knowledge Strategy direction.
Yolande E Chan - One of the best experts on this subject based on the ideXlab platform.
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Knowledge Strategy typologies: defining dimensions and relationships
Knowledge Management Research & Practice, 2011Co-Authors: James S Denford, Yolande E ChanAbstract:Studying Knowledge Strategy empirically requires that specific strategies be operationalized. In this paper, two existing Knowledge Strategy typologies (the Bierly & Chakrabarti typology of Loners, Explorers, Exploiters and Innovators and the von Krogh, Nonaka & Aben typology of Leveraging, Expanding, Appropriating, and Probing) are compared and mapped onto Knowledge Strategy dimensions, generating a set of eight ideal Knowledge Strategy profiles. These profiles are then applied to eight case studies, to develop a better understanding of Knowledge strategies by investigating how the two typologies are related. Results suggest that a hierarchy exists between the two Knowledge Strategy typologies: the Bierly & Chakrabarti typology operates at the grand Strategy level, while the von Krogh et al. typology works at the operational Strategy level. Findings also suggest that consistent portfolios of operational Knowledge strategies can support an organization's grand Knowledge Strategy.
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Knowledge Strategy typologies: defining dimensions and relationships
Knowledge Management Research & Practice, 2011Co-Authors: James S Denford, Yolande E ChanAbstract:Studying Knowledge Strategy empirically requires that specific strategies be operationalized. In this paper, two existing Knowledge Strategy typologies (the Bierly & Chakrabarti typology of Loners, Explorers, Exploiters and Innovators and the von Krogh, Nonaka & Aben typology of Leveraging, Expanding, Appropriating, and Probing) are compared and mapped onto Knowledge Strategy dimensions, generating a set of eight ideal Knowledge Strategy profiles. These profiles are then applied to eight case studies, to develop a better understanding of Knowledge strategies by investigating how the two typologies are related. Results suggest that a hierarchy exists between the two Knowledge Strategy typologies: the Bierly & Chakrabarti typology operates at the grand Strategy level, while the von Krogh et al. typology works at the operational Strategy level. Findings also suggest that consistent portfolios of operational Knowledge strategies can support an organization's grand Knowledge Strategy.
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A COMPARISON OF TWO COMPETING Knowledge Strategy TYPOLOGIES
2007Co-Authors: James S Denford, Yolande E ChanAbstract:The ‘New Economy’ focuses on issues of Knowledge capital over more traditional assets and the capability of organizations to harness these Knowledge assets. A distinguishing feature of the New Economy is the ability of a firm to take advantage of its Knowledge assets (Gold, Malhotra & Segars, 2001). In this environment “the sustainable competitive advantage of business firms flows from the creation, ownership, protection and use of difficult-to-imitate commercial and industrial Knowledge assets” (Teece, 2000, p. 35). In the New Economy, Knowledge capital is a critical asset that must be evaluated and protected to maintain competitive advantage (Earl, 2001). In fact, it has been argued that competitive advantage in the current environment stems more from the replication and deployment of Knowledge assets than from market position (Teece, 1998). Research on strategic management in the New Economy seeks to link the use of Knowledge strategies to the generation of Knowledge capital.
Constantin Bratianu - One of the best experts on this subject based on the ideXlab platform.
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Knowledge Strategy planning an integrated approach to manage uncertainty turbulence and dynamics
Journal of Knowledge Management, 2017Co-Authors: Ettore Bolisani, Constantin BratianuAbstract:Purpose Knowledge Strategy and its planning are affected by uncertainty and environmental turbulence. This paper aims to discuss these issues and present Knowledge Strategy planning as an integrated approach for facing these conditions. Design/methodology/approach Based on an extensive survey and an original re-elaboration of the literature, the paper addresses these research questions: What is the meaning of Knowledge Strategy, and how can it be related to concepts such as strategic thinking, business Strategy and Knowledge management (KM) in organizations? What are the limitations of a pure rational approach to Knowledge Strategy in turbulent environments and under uncertainty? and What approaches can be consequently proposed to formulate Knowledge strategies? Findings The study provides a critical reading of the current literature. Also, it proposes an integrated approach that sees planning as a continuous effort of learning and adaptation to needs and opportunities that dynamically emerge from daily practices. Research limitations/implications The proposed framework can inspire a new research agenda to detect how Knowledge strategies are planned in companies and how they are continuously adapted on the basis of a dialog between rational contributions and perceptions of reality, practical views, intuitions and emotions. This can also inspire a new agenda for company strategists and KM professionals. Originality/value In the literature, little attention has been devoted to Knowledge Strategy planning. The paper contributes to fill this gap and proposes a new way to see Knowledge Strategy as an integration of rational thinking and dynamic learning.
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Knowledge Strategy: An Integrated Approach for Managing Uncertainty
2015Co-Authors: Constantin Bratianu, Ettore BolisaniAbstract:Abstract: Knowledge Strategy is a new semantic construct that reflects the integration process of Knowledge Management and Strategic Management . It is a construct aiming at creating new value by considering Knowledge as a strategic resource in managerial decision making. The way Knowledge Strategy and its planning can be seen is affected by the consideration of uncertainty and environmental turbulence. In a highly predictable environment, Knowledge Strategy can be seen as a rational approach, where Knowledge resources and the processes to achieve and manage them can be set and planned in advance. However, in a turbulent business environment and continuous struggle for achieving a competitive advantage, strategic thinking and planning implies different approaches. Strategic thinking and organizational Knowledge integrated in a powerful vision can help managers and business leaders in defining a spectrum of possible futures and transforming some of them into probable and desirable futures. Then, choosing one of these desirable futures managers work out Knowledge strategies to achieve some strategic objectives. The purpose of this paper is to reflect on these issues and to provide an updated survey of Strategy thinking by presenting Knowledge strategies as an integrated approach to manage uncertainty and to create desirable futures in business environments. Our research questions are the following: a) What is the definition of Knowledge Strategy, and how can this term be related to the more general issue of strategic thinking and strategic planning in organizations? b) What are limitations of a rational approach to Knowledge Strategy in turbulent environments and under uncertainty? c) What are the models that can be applied to formulate Knowledge strategies based on a consideration of uncertainty and Knowledge dynamics? For dealing with these questions we based our approach on an extensive search and analysis of the existing literature in both fields of Knowledge management and strategic management, and on conceptual modeling of Knowledge strategies.
T. Nomura - One of the best experts on this subject based on the ideXlab platform.
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design of ba for successful Knowledge management how enterprises should design the places of interaction to gain competitive advantage
Journal of Network and Computer Applications, 2002Co-Authors: T. NomuraAbstract:This paper represents the framework, based on the study results of practical benchmarking and assessment of Knowledge Management, for designing `Ba? where creative interaction generates. In organization, we can find various Ba, such as cyber space for Community of Practice to gather and open physical space for collaboration beyond divisions. Ba develops circulation of Knowledge and which is the key to the improvement of competitive advantage of organization. When benchmarking was conducted to KM leading companies, we have found that the method of utilizing Ba was very logically adapted to the business Strategy, which supported corporate culture for Knowledge sharing. On the other hand, after assessing the workstyle of Knowledge workers in detail, we have uncovered that although the style of Knowledge work is different, the design of Ba for each department in a company is standardized and does not apply to the current situation. This is because, a guide for strategic design of Ba does not exist, even though the importance of Ba for interactions that go beyond organization is increasing, which is necessary for business that creates value added. In this paper, we propose a new framework for the design of Ba that applies to both Knowledge Strategy and the workstyle of each Knowledge worker.
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Knowledge management process model to develop Knowledge strategies - how to design Knowledge media networks for successful Knowledge management
Proceedings. IEEE Workshop on Knowledge Media Networking, 2002Co-Authors: T. Nomura, K. AraiAbstract:This paper represents the process model of Knowledge management based on the results of a global benchmarking study. In organizations, we can find various "ba," such as cyberspace for a community of practice to gather and open physical space for collaboration beyond divisions. "Ba" develops circulation of Knowledge and is the key to improving competitive advantage of organizations. When benchmarking was conducted in leading KM companies, we found that the method of utilizing "ba" was very logically adapted to the business Strategy, which supported corporate culture for Knowledge sharing. However, it is difficult for a corporation to implement appropriate "ba" that foster Knowledge sharing and further gain competitive advantage of the corporation effectively. We analyzed the interrelation among approaches for sharing vision, supporting vital individuals, designing dynamic "ba, " connecting people, and promoting change to model these important factors for implementing Knowledge strategies. This model shows the necessity of choosing a different approach to design "ba, including the design of IT, based on the Knowledge Strategy.
Ettore Bolisani - One of the best experts on this subject based on the ideXlab platform.
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Knowledge Strategy planning an integrated approach to manage uncertainty turbulence and dynamics
Journal of Knowledge Management, 2017Co-Authors: Ettore Bolisani, Constantin BratianuAbstract:Purpose Knowledge Strategy and its planning are affected by uncertainty and environmental turbulence. This paper aims to discuss these issues and present Knowledge Strategy planning as an integrated approach for facing these conditions. Design/methodology/approach Based on an extensive survey and an original re-elaboration of the literature, the paper addresses these research questions: What is the meaning of Knowledge Strategy, and how can it be related to concepts such as strategic thinking, business Strategy and Knowledge management (KM) in organizations? What are the limitations of a pure rational approach to Knowledge Strategy in turbulent environments and under uncertainty? and What approaches can be consequently proposed to formulate Knowledge strategies? Findings The study provides a critical reading of the current literature. Also, it proposes an integrated approach that sees planning as a continuous effort of learning and adaptation to needs and opportunities that dynamically emerge from daily practices. Research limitations/implications The proposed framework can inspire a new research agenda to detect how Knowledge strategies are planned in companies and how they are continuously adapted on the basis of a dialog between rational contributions and perceptions of reality, practical views, intuitions and emotions. This can also inspire a new agenda for company strategists and KM professionals. Originality/value In the literature, little attention has been devoted to Knowledge Strategy planning. The paper contributes to fill this gap and proposes a new way to see Knowledge Strategy as an integration of rational thinking and dynamic learning.
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Knowledge Strategy: An Integrated Approach for Managing Uncertainty
2015Co-Authors: Constantin Bratianu, Ettore BolisaniAbstract:Abstract: Knowledge Strategy is a new semantic construct that reflects the integration process of Knowledge Management and Strategic Management . It is a construct aiming at creating new value by considering Knowledge as a strategic resource in managerial decision making. The way Knowledge Strategy and its planning can be seen is affected by the consideration of uncertainty and environmental turbulence. In a highly predictable environment, Knowledge Strategy can be seen as a rational approach, where Knowledge resources and the processes to achieve and manage them can be set and planned in advance. However, in a turbulent business environment and continuous struggle for achieving a competitive advantage, strategic thinking and planning implies different approaches. Strategic thinking and organizational Knowledge integrated in a powerful vision can help managers and business leaders in defining a spectrum of possible futures and transforming some of them into probable and desirable futures. Then, choosing one of these desirable futures managers work out Knowledge strategies to achieve some strategic objectives. The purpose of this paper is to reflect on these issues and to provide an updated survey of Strategy thinking by presenting Knowledge strategies as an integrated approach to manage uncertainty and to create desirable futures in business environments. Our research questions are the following: a) What is the definition of Knowledge Strategy, and how can this term be related to the more general issue of strategic thinking and strategic planning in organizations? b) What are limitations of a rational approach to Knowledge Strategy in turbulent environments and under uncertainty? c) What are the models that can be applied to formulate Knowledge strategies based on a consideration of uncertainty and Knowledge dynamics? For dealing with these questions we based our approach on an extensive search and analysis of the existing literature in both fields of Knowledge management and strategic management, and on conceptual modeling of Knowledge strategies.
