Integrated Knowledge Management Strategy: A Preliminary Literature Review

Ng, Andrew Kei‐Yan; Yip, Mum Wai; Din, Sabariyah; Bakar, Nooh Abu

doi:10.1016/j.sbspro.2012.09.1176

Cited by 19 publications

(20 citation statements)

References 12 publications

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“…Technology deserves a special mention since it seems to act as both a constraint and an opportunity, which is in line with the findings of the previous studies (McMahon et al, 2004;Ng et al, 2012;Willmott, 2015, 2016). While the first KM ICT-based systems of the '90s were well suited for a codification strategy, the new Web 2.0 tools, and specifically the Enterprise Social Media platforms introduced by the company, appear to be more "neutral" and to favour a mixed KM approach, for they can be used to manage both tacit and explicit knowledge.…”

Section: Discussionsupporting

confidence: 88%

“…Similarly, on the basis of an analysis of four companies operating in different industries, Scheepers et al (2004) confirm that the "80-20 split" is not (necessarily) the best mix. Ng et al (2012) are also in favour of a "hybrid/integrated strategy" where there is a substantial balance of the two approaches. Greiner et al (2007) agree with HNT that a prevailing personalization strategy can be more appropriate for organisations focusing on innovation, since they face high equivocality, while organisations that pursue efficiency may face less equivocality and, consequently, tend to adopt a prevailing codification strategy.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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The Continuous Recombination of Codification and Personalisation KM strategies: A Retrospective Study

Bolisani¹,

Padova²,

Scarso³

2020

EJKM

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It is increasingly considered important to understand how companies plan their Knowledge Management (KM) strategy. The literature provides evidence that there may be different possible approaches to KM strategy. A significant distinction has been made between “codification” and “personalization”. Sometimes, these two approaches have been seen to be alternative to one another. In other cases scholars argued that a company can follow a strategy that mixes the two approaches depending on diverse intertwined factors. Still, on this topic, the literature provides various and sometimes contrasting results that need clarification and confirmation. Especially, there is the need to understand if changes in internal and external conditions may induce modifications in a firm’s KM strategy.The goal of the study is to analyse how the mix of codification and personalisation can vary over time in the same company, due to changing organizational and environmental conditions. With this purpose, the evolution of KM initiatives of a multinational company was investigated. The findings of the study confirm that the strategic mix can change over the years due to modifications in the factors of the company’s internal and external context. Furthermore, the case shows that the different factors have different weight and play a different role in influencing such changes. Specifically, in the investigated case, the factors related to the competitive context affected the evolution of the KM strategy more significantly than internal factors (which were just enablers or constraints of the evolutionary path). In addition, the study shows that this classic distinction between codification and personalization may not be easy to use in practical terms, due to the complexity of KM activities and needs in a company: this point can represent a fresh start of a future research agenda.

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Section: Discussionsupporting

confidence: 88%

Section: Theoretical Backgroundmentioning

confidence: 99%

The Continuous Recombination of Codification and Personalisation KM strategies: A Retrospective Study

Bolisani¹,

Padova²,

Scarso³

2020

EJKM

View full text Add to dashboard Cite

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“…The strategy for personalization is based on a "person-to-person" approach (Hansen et al, 1999;Greiner et al, 2007;Ng et al, 2012;Liu et al, 2013;Venkitachalam and Willmott, 2017). It has the objective of transferring, communicating, and sharing tacit knowledge via knowledge networks such as discussion forums, and IT is used to help people communicate their knowledge, not to store knowledge (Hansen et al, 1999).…”

Section: Personalization Strategymentioning

confidence: 99%

“…The KM strategy is part of KM. According to a literature review regarding KM strategies, two very different strategies were identified: The codification strategy and personalization strategy (Hansen et al, 1999;Greiner et al, 2007;Ng et al, 2012;Liu et al, 2013;Venkitachalam and Willmott, 2017).…”

Section: Introductionmentioning

confidence: 99%

Sivil Toplum Kuruluşlarının (STK) Performans Gelişiminde Bilgi Yönetimi (BY) Stratejilerinin Rolü: Filistin Vaka Çalışması

Alnatsheh¹,

Sağsan²,

Çavuşoğlu³

2020

Turk Kutuphaneciligi - Turkish Librarianship

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The purpose of this study is to investigate the role of Knowledge Management (KM) strategies in enhancing Non-Governmental Organizations' (NGOs') performance. Descriptive research method is followed in this study as well as a quantitative research technique based on an electronic questionnaire survey to collect data. The research population consists of a total of 1.200 local and international NGOs that are active throughout the Palestinian Territories. A total number of 291 questionnaires (sample) were distributed to managers of NGOs or their representatives, and a total of 228 responses were received. The validity and reliability of the collected data were evaluated which were used for statistical analysis. The researcher used Statistical Package for Social Science (SPSS) version 25.00 to test the hypotheses. Two main hypotheses tested were "There is a positive relationship between the codification strategy of KM and NGOs' performance" and "There is a positive relationship between the personalization strategy of KM and NGOs' performance". The research results demonstrate the KM strategies of codification and personalization are significantly affecting the NGOs' performance in Palestine in terms of three selected dependent variables namely financial sustainability, organization process/function, and program/project performances. However, the sub-hypothesis of the impact of the codification strategy on financial sustainability was dropped from the model due to a lack of significance. All other sub-hypotheses that express the positive effects of both KM strategies were proved. According to the research findings the study recommends that decision-makers in NGOs in Palestine should apply the KM strategies as a means of increasing organizational performance.  This study is derived from a part of master thesis submitted to the Graduate School of Social Sciences Innovation and Knowledge Management Master Programme at the Near East University. Bu çalışma, Yakın Doğu Üniversitesi Sosyal Bilimler Enstitüsü İnovasyon ve Bilgi Yönetimi Yüksek Lisans Programına sunulan yüksek lisans tezinin bir bölümünden türetilmiştir.

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“…Knowledge sharing through informal dialogue and meetings (C5) is an important aspect of top management support and can help management understand the effects of embedded knowledge and facilitate the transfer of such knowledge [6]. Ng et al [43] discussed SKM (C6) and categorized it into codification, personalization and integrated strategies.…”

Section: Proposed Measuresmentioning

confidence: 99%

A Strategic Knowledge Management Approach to Circular Agribusiness

Shih

Lee

et al. 2018

Sustainability

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Abstract:In this study, we construct a theoretical model for strategic knowledge management in the circular agribusiness industry. Previous studies lack an analysis of strategic knowledge management and sets of measures. Hence, this study applies the fuzzy Technique for Order of Preference by Similarity to Ideal Solution (known as fuzzy TOPSIS), and utilizes the interrelationship weights as a parameter to justify the weights and address important attributes. The results demonstrate that strategic knowledge management improves a firm's competitive advantages through high-level management support. The theoretical and managerial implications are that high-level management support, firm performance, and knowledge management process cycles are the most important strategic knowledge management aspects for improving a firm's performance in circular agribusiness.

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Integrated Knowledge Management Strategy: A Preliminary Literature Review

Cited by 19 publications

References 12 publications

The Continuous Recombination of Codification and Personalisation KM strategies: A Retrospective Study

The Continuous Recombination of Codification and Personalisation KM strategies: A Retrospective Study

Sivil Toplum Kuruluşlarının (STK) Performans Gelişiminde Bilgi Yönetimi (BY) Stratejilerinin Rolü: Filistin Vaka Çalışması

A Strategic Knowledge Management Approach to Circular Agribusiness

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