Knowledge strategy planning: an integrated approach to manage uncertainty, turbulence, and dynamics

Abstract

Purpose: Knowledge strategy and its planning are affected by uncertainty and environmental turbulence. This paper aims to discuss these issues and present knowledge strategy planning as an integrated approach for facing these conditions. Design/methodology/approach: Based on an extensive survey and an original re-elaboration of the literature, the paper addresses these research questions: What is the meaning of knowledge strategy, and how can it be related to concepts such as strategic thinking, business strategy and knowledge management (KM) in organizations? What are the limitations of a pure rational approach to knowledge strategy in turbulent environments and under uncertainty? and What approaches can be consequently proposed to formulate knowledge strategies? Findings: The study provides a critical reading of the current literature. Also, it proposes an integrated approach that sees planning as a continuous effort of learning and adaptation to needs and opportunities that dynamically emerge from daily practices. Research limitations/implications: The proposed framework can inspire a new research agenda to detect how knowledge strategies are planned in companies and how they are continuously adapted on the basis of a dialog between rational contributions and perceptions of reality, practical views, intuitions and emotions. This can also inspire a new agenda for company strategists and KM professionals. Originality/value: In the literature, little attention has been devoted to knowledge strategy planning. The paper contributes to fill this gap and proposes a new way to see knowledge strategy as an integration of rational thinking and dynamic learnin

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“…KM plays an important role in TQM implementation and at the same time, KM should have an increased chance of success through a TQM focus and the effective use of knowledge towards innovation. In addition, researchers such as Bolisani and Bratianu (2017), have also focused their attention on the need for knowledge strategy planning as hinted by ISO 9001:2015, which is consistent with previous research stressing the importance of modelling organizational knowledge dynamics (OKD) in developing knowledge strategies within the framework of strategic management (Bratianu and Orzea, 2011).…”

Knowledge Economy: Characteristics and Dimensions

“…Another view, found principally in the scientific and technical community, tends to view knowledge economy narrowly as applying to knowledge-intensive industries where knowledge itself is the core competence. The latter is typically found in software, internet companies and the health care sectors (Bankes & Builder, 1992;Bolisani & Bratianu, 2017;Bolisani & Oltramari, 2012).…”

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“…Many similar strategies can be identified with only a little bit of human resource management knowledge. Thus, strategies can contain both deliberate components as well as emergent ones (Bolisani and Bratianu, 2017) in order to achieve their vision and mission. Future is not just an extrapolation of the present time and it cannot be conceived by using a deterministic mind; we need to develop a probabilistic thinking (Bratianu, 2007) which means to anticipate probable events to happen and to evaluate to the best of your knowledge their probabilities.…”

“…Intellectual work is strongly nonlinear and new correlations should be constructed in order to evaluate how much and how efficient professors and researchers perform their academic tasks. Also, it should be taken into consideration the type of university governance which can stimulate or not the productivity of professors and researchers (Bratianu et al, 2017).…”