Building Knowledge Management into Strategy: Making Sense of a New Perspective

In pursuit of contemporary content for courses on strategic management in tourism and hospitality schools

“…Supporting this, Miller (2002) reported that organizations fail to implement over 70% of their new strategic initiatives. Responding to these criticisms, the research focus in the strategic management field has now moved from analytical and rational views towards behavioral and non-linear areas such as the implementation of strategy, the management of change, resource-based views, knowledge management, the formation of new ventures, cross-cultural issues, learning organizations, conflict management, and the management of non-profit and multinational organizations (see Dess et al, 1995;Drew, 1999;Hitt et al, 1998;Hussey, 1998;Kaplan and Norton, 1996;Kesner, 2001;Rumelt et al, 1994;Whitehill, 1996;Wilson, 1994Wilson, , 1998Zahra and Pearce, 1992). Given the importance of these areas, they have received more research attention lately in the strategic management field (see Hitt et al, 1998;Pettigrew et al, 2002;Whitehill, 1996).…”

Awareness: A Study of Knowledge Management Adoption amongst Iranian SMEs

“…This suggests that KM strategy should be aligned with corporate strategy. Drew (1999) investigated the way in which the responsible administrators could implement KM in their strategic activities within organizations. He states the substantial requirement to implement KM in direction of "strategy formulation" which is the setting of vision and mission as well as observing and assessing external and internal environment.…”

Research on the Enterprise Knowledge Management in Dynamic and Complex Environment

“…In the influences of so many known and unknown variables, enterprises can no longer develop a long-term plan, and then slowly adjust implementation as what they did in the past [4] . Today, what enterprises really need is the ability to face the dramatic changes and the following uncertainties.…”