International Journal of Scientific & Technology Research

Home About Us Scope Editorial Board Contact Us

IJSTR >> Volume 5 - Issue 4, April 2016 Edition

International Journal of Scientific & Technology Research  
International Journal of Scientific & Technology Research

Website: http://www.ijstr.org

ISSN 2277-8616

A Knowledge Management Strategy To Achieve Organisation Competitiveness

[Full Text]



Dr. St. Sukmawati.,S



Management strategy, Knowledge management, competitive advantage.



The purpose of this research is to study the influence of organizational environment on the selection of knowledge management strategies. The research focuses particularly on the relationship between business and knowledge management strategy and the success of the knowledge management initiatives. This research is a case study researching 2 South Sulawesi banking companies. The knowledge management initiatives were categorized by six criteria (objectives, processes, problems, content, strategy, knowledge type) and their fit with the respective business strategy of the organizational unit was evaluated. The findings in this research suggest a relationship between the success of knowledge management and the alignment of knowledge management and business strategy. The research also shows that an organization whose business strategy requires process efficiency should rely primarily on a codification strategy. An organization whose business strategy requires product/process innovation should rely primarily on a personalization strategy. The most successful knowledge management projects were driven by a strong business need and with the goal to add value to the organizational unit operations. The research shows there are limitations due to the qualitative nature of the research: logical rather than statistical conclusions, small sample size, and subjectivity of interpretations. The research sees that a manager should be aware of the objectives and business processes of the organizational unit and chooses the knowledge management strategy and objective in accordance to the business strategy and objective. Originality/value. The research enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.



[1] Afuah, A. (1998), Innovation Management, Oxford University Press, New York, NY.

[2] Alavi, M. and Leidner, D.E. (2001), ‘‘Review: knowledge management and knowledge management systems: conceptual foundations and research issues’’, MIS Quarterly, Vol. 25 No. 1, pp. 107-36.

[3] Ardichvili, A., Maurer, M., Li, W., Wentling, T. and Stuedemann, R. (2006), ‘‘Cultural influences on knowledge sharing through online communities of practice’’, Journal of Knowledge Management, Vol. 10 No. 1, pp. 94-107.

[4] Augustin, S. (1990), Information als Wettbewerbsfaktor: Informationslogistik – Herausforderung an das Management, Verlag TU¨ V Rheinland, Ko¨ ln.

[5] Barney, J. (1991), ‘‘Firm resources and sustained competitive advantage’’, Journal of Management, Vol. 17 No. 1, pp. 99-121.

[6] Cohen, W.M. and Levinthal, D.A. (1990), ‘‘Absorptive capacity: a new perspective on learning and innovation’’, Administrative Science Quarterly, Vol. 35 No. 1, pp. 128-52.

[7] Daft, R.L. and Lengel, R.H. (1986), ‘‘Organizational information requirements, media richness and structural design’’, Management Science, Vol. 32 No. 5, pp. 554-71

[8] Davenport, T.H. and Prusak, L. (1998), Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA.

[9] Davenport, T.H.M. and Donald, A. (1999), ‘‘Is KM just good information management?’’, Extra Financial Times, March 8.

[10] Davenport, T.H., De Long, D.W. and Beers, M.C. (1998), ‘‘Successful knowledge management projects’’, Sloan Management Review, Vol. 39 No. 2, pp. 43-57.

[11] DeLone, W.H. and McLean, E.R. (1992), ‘‘Information systems success: the quest for the dependent variable’’, Information Systems Research, Vol. 3 No. 1, pp. 60-95.

[12] Ford, D.P. and Chan, Y.E. (2003), ‘‘Knowledge sharing in a multi-cultural setting: a case study’’, Knowledge Management Research and Practice, Vol. 1, pp. 11-27.

[13] Galbraith, J.R. (1974), ‘‘Organization design: an information processing view’’, Interfaces, Vol. 4 No. 8, pp. 87-9.

[14] Hansen, M.T., Nohria, N. and Tierney, T. (1999), ‘‘What’s your strategy for managing knowledge?’’, Harvard Business Review, Vol. 77 No. 2, pp. 106-16.

[15] Hofstede, G. and Hofstede, G.J. (2005), Cultures and Organizations: Software of the Mind, McGraw-Hill, New York, NY.

[16] Kogut, B. and Zander, U. (1992), ‘‘Knowledge of the firm, combinative capabilities, and the replication of technology’’, Organization Science, Vol. 3 No. 3, pp. 383-97.

[17] Leonard, D. and Sensiper, S. (1998), ‘‘The role of tacit knowledge in group innovation’’, California Management Review, Vol. 40 No. 3, pp. 112-32.

[18] Malhotra, Y. (2004), ‘‘Why knowledge management systems fail? enablers and constraints of knowledge management in human enterprises’’, in Koenig, M.E.D. and Srikantaiah, T.K. (Eds), Knowledge Management Lessons Learned: What Works and What Doesn’t, Information Today, Medford, NJ, pp. 87-112.

[19] Michailova, S. and Husted, K. (2003), ‘‘Knowledge-sharing hostility in Russian firms’’, California Management Review, Vol. 45 No. 3, pp. 59-77.

[20] Nonaka, I. and Takeuchi, H. (1995), The Knowledge-creating Company – How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, Oxford.

[21] O’Dell, C. and Grayson, C.J.J. (1998), If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice, The Free Press, New York, NY.

[22] Picot, A. (1998), Die grenzenlose Unternehmung: Information, Organisation und Management, Gabler, Wiesbaden, 3. Aufl.

[23] Polanyi, M. (1966), The Tacit Dimension, Routledge & Kegan Paul, London

[24] Porter, M.E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, New York, NY.

[25] Rehaeuser, J. and Krcmar, H. (1996), Wissensmanagement im Unternehmen, Department of Information Systems, University of Hohenheim, Hohenheim, Working Paper No. 98.

[26] Seddon, P.B. (1997), ‘‘A respecification and extension of the DeLone and McLean model of IS success’’, Information Systems Research, Vol. 8 No. 3, pp. 240-53.

[27] Venkatraman, N. (1989), ‘‘The concept of fit in strategy research: toward verbal and statistical correspondence’’, Academy of Management Review, Vol. 14 No. 3, pp. 423-44.

[28] Von Krogh, G. (1998), ‘‘Care in knowledge creation’’, California Management Review, Vol. 40 No. 3, pp. 133-53.

[29] Yin, R.K. (1994), Case Study Research: Design and Methods, 2nd ed., Sage Publications, Newbury Park, CA.

[30] Zack, M.H. (1999), ‘‘Developing a knowledge strategy’’, California Management Review, Vol. 41 No. 3,pp. 125-45.