Knowledge Management Strategy Formation

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Author(s): Clyde W. Holsapple (University of Kentucky, USA)and Kiku Jones (University of Tulsa, USA)
Copyright: 2008
Pages: 12
Source title: Knowledge Management: Concepts, Methodologies, Tools, and Applications
Source Author(s)/Editor(s): Murray E. Jennex (San Diego State University, USA)
DOI: 10.4018/978-1-59904-933-5.ch071

Keywords: Information Science Reference / Knowledge Management / Library & Information Science

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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?

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