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A strategy‐based process for implementing knowledge management: An integrative view and empirical study

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  • Ing‐Long Wu
  • Han‐Chang Lin

Abstract

Knowledge resource is unique and valuable for a link to competitive advantage based on the knowledge‐based perspective. Effective knowledge management is the major concern of contemporary business managers. The key determinant of effective knowledge management is the firm's competitive strategy. The link between business strategy and knowledge management, while often discussed, has been widely ignored in practice. Moreover, while knowledge management is complex in nature, it is difficult to directly translate a firm's competitive strategy into the specific knowledge management activities. This requires first defining knowledge strategy to guide further information technology (IT)‐supported implementation approaches. Finally, the ultimate goal of knowledge management lies in the realization of firm performance. Previous studies have just discussed partial relationship among these relevant knowledge concepts rather than in an integrative manner. Thus, this research proposes a complete process‐based model with four components: competitive strategy, knowledge strategy, implementation approach, and firm performance. Empirical results have shown positive relationships between any two consecutive components and useful insight for knowledge implementation practice.

Suggested Citation

  • Ing‐Long Wu & Han‐Chang Lin, 2009. "A strategy‐based process for implementing knowledge management: An integrative view and empirical study," Journal of the American Society for Information Science and Technology, Association for Information Science & Technology, vol. 60(4), pages 789-802, April.
    • Handle: RePEc:bla:jamist:v:60:y:2009:i:4:p:789-802
    DOI: 10.1002/asi.20999
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    Cited by:

    1. Alexandra Braga & Carla Susana Marques & Zélia Serrasqueiro, 2018. "Internationalisation Strategy of Knowledge-Intensive Business Services," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 9(2), pages 359-377, June.
    2. Anupam Kumar & John‐Patrick Paraskevas, 2018. "A Proactive Environmental Strategy: Analyzing the Effect of SCM Experience, Age, and Female Representation in TMTs," Journal of Supply Chain Management, Institute for Supply Management, vol. 54(4), pages 20-41, October.
    3. Medase, Kehinde, 2019. "The Impact of the Heterogeneity of Employees’ Qualifications on Firm-level Innovation Evidence from Nigerian Firms," VfS Annual Conference 2019 (Leipzig): 30 Years after the Fall of the Berlin Wall - Democracy and Market Economy 203563, Verein für Socialpolitik / German Economic Association.
    4. Viktorija Petrov & Đorđe Ćelić & Zorica Uzelac & Zoran Drašković, 2020. "Three pillars of knowledge management in SMEs: evidence from Serbia," International Entrepreneurship and Management Journal, Springer, vol. 16(2), pages 417-438, June.
    5. López-Nicolás, Carolina & Meroño-Cerdán, Ángel L., 2011. "Strategic knowledge management, innovation and performance," International Journal of Information Management, Elsevier, vol. 31(6), pages 502-509.
    6. Rossidis Ioannis & Dimitrios Belias, 2020. "Combining Strategic Management with Knowledge Management: Trends and International Perspectives," International Review of Management and Marketing, Econjournals, vol. 10(3), pages 39-45.
    7. Islam Salem, 2017. "The effect of Hotel Ownership Type on Hotel Website Contents," Tourism Research Institute, Journal of Tourism Research, vol. 16(1), pages 23-49, June.
    8. Daniel RUSU, 2022. "Association of Knowledge Management with Strategic Management: Directions and Trends at International Level," Management and Economics Review, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 7(1), pages 49-66, February.

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