The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Information about the European Conference on Knowledge Management (ECKM) is available here.

For info on the International Conference on Intellectual Capital, Knowledge Management and Organisational Learning (ICICKM), click here
Information about the European Conference on Intellectual Capital (ECIC) is available here
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Journal Issue
Volume 9 Issue 2, ICICKM 2010 special issue / Apr 2011  pp85‑180

Editor: W.B. Lee

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Building a Knowledge Management Model at Brazil's Embrapa (Brazilian Agricultural Research Corporation): Towards a Knowledge‑Based View of Organizations  pp85‑97

Rivadavia Correa Drummond de Alvarenga Neto, Job Lucio Gomes Vieira

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Knowledge Audit with Intellectual Capital in the Quality Management Process: An Empirical Study in an Electronics Company  pp98‑116

Percy Chi Wai Chan, W.B. Lee

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Knowledge Management, an Enduring but Confusing Fashion  pp117‑131

Ken Grant

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The Formulaic and Embryonic Dimensions of Knowledge Management Strategy: A Social Practice Perspective  pp132‑138

Yassaman Imani

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Abstract

Knowledge Management (KM) literature is populated with a variety of perspectives, prescriptions and studies of practice, which can be complex, contradictory and confusing to practitioners who seek to make sense of, and adapt them for practice. A sub‑set of this literature argues that a clear link to business strategy is critical to KM strategy’s success (see Storey & Barnett, 2000; Zack, 1999, 2002), but extant research shows that this link is often weak (Leidner, 1998; Ruggles, 1998; Storey & Barnett, 2000; Zack, 1999). These debates however, adopt a mainly rational perspective which overlooks the ‘emergent’ and ‘sensemaking’ aspects of strategizing. This paper argues that an extended ‘social practice’ (Hendry, 2000), which brings together rational, emergent and sensemaking aspects of strategizing process, provides a useful multi‑perspective framework for investigating the extent to which practitioners’ approach to setting up KM strategies in their firms are influenced by their firms’ business strategies. Using an extended social practice framework, I examined the managerial accounts of the processes of setting up KM strategies in 18 global firms. This study contributes to a better of understanding of the ways in which business strategy influences the KM strategizing process. The findings support extant research by suggesting that a weak link between KM and business strategy existed in these firms. However, this study demonstrates that from the social practice perspective, firms take two different approaches to their KM strategy, formulaic (to support their routine activities) and embryonic (to address their immediate strategic agenda), which signify their enduring and transient KM practices. Finally, this study concludes that further research is needed to explore the dynamic interactions between the formulaic and embryonic KM approaches. 

 

Keywords: KM strategy, embryonic KM strategy, formulaic KM strategy, link between KM and business strategy, KM strategy as social practice

 

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Implementing Knowledge Through Development Projects  pp139‑148

Erik Laursen

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Key Performance Indicators Metrics Effect on the Advancement and Sustainability of Knowledge Management  pp149‑154

Mohamed Rabhi

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Human Resource Management Practices and Organizational Innovation: Assessing the Mediating Role of Knowledge Management Effectiveness  pp155‑167

Cheng Ling Tan, Aizzat Mohd Nasurdin

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Academic Vocational Training: Bridging the gap Between Educational Space and Work Space  pp168‑180

Soren Willert, Hanne Dauer Keller, Nikolaj Stegeager

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