A new approach to the concept of knowledge strategy

Abstract

PurposeThis paper aims to present a novel way to conceive knowledge strategy (KS). It suggests that a firm could outperform another by establishing a coherent and integrated KS depending on the objectives pursued and the understanding of knowledge management (KM) by managers, the use of KM tools, and organizational aspects to support KS implementation.Design/methodology/approachA cluster analysis was used to study the effect of KS on business performance and innovation based on a cross‐sectional sample of Spanish firms. Additional statistical analyses were used in order to develop a taxonomy of KSs.FindingsThe paper shows that the way an organization approaches knowledge management has major implications on the development of their strategy and the outcomes of KS application. Four types of KS are thus described based on the empirical analysis, i.e. proactive, moderate, passive and inconsistent, each of them having different effects on business performance and innovation.Research limitations/implicationsThe research is limited to high rate innovation industries. Future studies could include other industries and a more diverse sample of firms.Practical implicationsThe conception of KS presented here is a powerful approach that can lead an organization to achieve further innovation and higher levels of business performance.Originality/valueAn integrated and coherent KS has the potential to produce optimal results in terms of technological innovation and business performance.

Accomplishments of Naturalistic Decision Making Research and Applications to Emerging Defense Challenges

“…Further, more detailed work is currently being completed in this area which should support knowledge management development (Donate & Canales, 2012) within the organisation. In addition, further work needs to be completed to assess if all of the professional engineers can easily utilise the ACTA techniques, assisting organisational learning in order to provide transformative innovations to knowledge management and support macro-cognitive awareness.…”

Characterisation of knowledge-based networking strategies: insights from the KIBS sector

“…The introduction of the concept of 'knowledge strategy' is relatively recent, and there is no clear agreement on it (Denford and Chan, 2011;Donate and Canales, 2012). In a broad sense, it can be referred to as the general guidelines that shape an organisation's manipulation of its cognitive resources (Kasten, 2007).…”

“…Some studies have attempted to identify and classify the different knowledge strategies that companies can pursue: as well summarised by Donate and Canales (2012), this literature has mainly developed taxonomies by considering specific dimensions of knowledge and/or knowledge processes. Although scholars agree that there should be a connection between business and knowledge, and between business strategy and knowledge strategy, a consensus on the business dimensions that denote a knowledge strategy is still missing.…”

Quantitative Evaluation Technique of Sme’s Competitive Advantage on the Basis of Saw Method

“…It is not surprising, as in this respect even innovative SMEs in Lithuania are roughly at a medium level among the EU member states. Donate and Canales (2012) focus on an integrated knowledge strategy identifying four of its types: proactive, moderate, passive and inconsistent, because such strategies certainly have a different effect on business performance. This is linked with the so-called integrative set of critical success factors (CSFs) adapted for SMEs (Wong 2005), as well as with variation in product innovativeness dimensions (Avlonitis, Salavou 2007).…”