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Despite growing interest about a strategic perspective on knowledge management (KM), there is still a lack of a procedure and methods to guide the implementation of KM strategies. In this paper, we review the current state of practice of KM initiatives and identify four scenarios for potentially successful KM initiatives. The majority of organizations can be described as being a knowledge management starter. In order to improve these KM initiatives and link them to business strategy, we suggest a process‐oriented knowledge management approach as a step to bridge the gap between human‐ and technology‐oriented KM. This approach is outlined with the help of the four levels of intervention: (1) strategy, (2) KM organization and processes, (3) topics/content, and (4) instruments/systems. The definition and implementation of a process‐oriented KM strategy in a large transaction bank will serve as an example to illustrate the application of our approach.

Along which basic lines could an organization which plans to invest in knowledge management proceed? What general initiatives can be suggested for knowledge management? First, an array of knowledge management goals and strategies is presented taken from theoretical and empirical studies which are then related to each other in the light of what we call a strategic intervention into an organization's way of handling knowledge. We then make the case for the integration of process orientation into a comprehensive multi-dimensional framework for knowledge management strategies. Process-oriented knowledge management initiatives are designed to provide employees with task-related knowledge in the organization's operative business processes. We argue that with this framework the resulting processoriented knowledge management strategies address the integration of the resource-based view of an organization -which is the main focus of knowledge management -with the market-oriented view -which is implicitly brought about by process orientation.

Purpose -The goal of this paper is to discuss critical success factors (CSF) for implementing enterprise portals by comparing them with CSF for ERP implementations. Design/methodology/approach -In order to identify and rank CSF for portal implementations, the paper followed a multi-method design, following a two-stage approach with the first stage analyzing the state-of-the-art of portal implementation by interviewing portal integrators in Germany and a follow-up stage with a focus on CSF, thereby identifying and analyzing the CSF for portal (implementation) projects in general and across project stages. Then the findings are compared with the results of a similar study on CSF in ERP (implementation) projects. Findings -When comparing CSF for portal projects with CSF of ERP projects, some similarities were found but also some differences with respect to top management support, project management, communication, selection of the software package and business process re-engineering. Research limitations/implications -There are limitations with regard to the comparability of both studies as both studies used different samples. Practical implications -Based on these findings, measures to improve the engineering and management of portals can be proposed and developed. Originality/value -Up to now, there are neither detailed studies focusing on the identification and evaluation of CSF for portal projects nor studies that try to compare portal and ERP projects. The paper tries to fill this gap.

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View related articles View Crossmark data Citing articles: 1 View citing articles EMPIRICAL RESEARCH The impact of control styles and control modes on individual-level outcomes: a first test of the integrated IS project control theory

The control of information systems (IS) projects is central to creating and capturing value from digitalization. However, the current understanding of IS project control is too restrictive and not well attuned to the digital era, in which collaborative value creation in open-ended digital innovation and transformation efforts is critical to firm competitiveness, ecosystem evolution, and societal advancement. Reviewing earlier research, we find that the dominant view of IS project control emphasizes value capture/appropriation and virtually ignores value creation. To address this shortcoming, we introduce the concept of control purpose (why) and advocate for broadening control activities to encompass the two control purposes of value appropriation and value creation. This implies that practitioners need to strategically decide on and actively manage the balance between different purposes of control activities. By doing so, they will be better equipped to achieving success in digital innovation and transformation initiatives.

In the field of information systems (IS) there is an observable trend towards the use of multi-method research. Using different research methods allows for the cross-validation of data obtained via multiple approaches, with the potential to increase the robustness of research results. Such a multi-method approach is applicable to a comprehensive research agenda on critical success factors, an agenda that needs to take into account not only the identification, but also the analysis and management of critical success factors. The goal of this article is to contribute new knowledge on how to carry out research on critical success factors in IS projects using a multi-method approach. For this purpose, two research projects are presented, each a variation of the research design customized to particular circumstances. First, there is an outline of the research approach taken for a critical success factor research project in the field of portal implementation, with discussion of the strengths and weaknesses of the project. Taking into consideration these experiences, the research approach of a similar critical success factor research project in the field of offshore software development is then described. Finally, recommendations for using the multi-method research approach in critical success factor research are presented.Keywords: critical success factor, multi-method research, offshore software development, enterprise portal, management of information systems (IS) projects I N T R O D U C T I O NAccording to Krcmar et al. (2004), research on critical success factors (CSFs) is comprised of the identification and examination of influencing factors that explain the success of a company or a project. However, CSF research in practice is often limited to the identification of such factors (Kuang et al., 2001). Only a few researchers also examine the relevance of these factors in general (e.g. Esteves & Pastor, 2000) or across different implementation stages (e.g.