Strategic management model with lens of knowledge management and competitive intelligence

Abstract

Purpose:First purpose of this study is to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Second purpose is to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Methodology/Design/Approach: A systematic literature review was performed within timeframe of 2000 to 2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings:A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision making leading to competitive advantage. Research Limitations:Learning curve of knowledge management and competitive intelligence and being limited to use of Fred David model are among key limitations. Practical Implications: Experts of knowledge management, competitive intelligence, and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function as well as competitive intelligence to support the strategy formulation, implementation and evaluation. Social Implications: Readers can take a view that how they can manage their knowledge and information resources from a strategic perspective? Originality/Value:. This study proposes a strategic management model with lens of knowledge management and competitive intelligence. Model discusses the ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

“…The construct composition regarding the dimensions/factors is consistent with that of Shujahat et al. (b).…”

“…In this context, Shujahat et al. (b) and Du Plessis, () state that knowledge‐based perspective of innovation conceptualization considers the knowledge processes as the precursors of innovation, while the measurement scales can only measure the outcomes of innovation. The measurement scales of process innovation capture and measure the outcomes of the processes (e.g., customer satisfaction with new business processes), while not being able to capture the processes (e.g., how the knowledge processes occurred to improve the processes for the greater customers’ satisfaction).…”

“…The knowledge‐based innovation conceptualization adds the knowledge processes (e.g., knowledge creation and knowledge utilization) as the precursors of innovation. Therefore, intuitively it makes sense that knowledge processes‐the flow of knowledge among the different units and actors in a knowledge‐based firm‐should be discussed (e.g., Andreeva & Kianto, ; Kianto, ; Shujahat et al., ab). However, the knowledge processes also called as the knowledge management processes are one of the elements of knowledge management.…”

“…Knowledge management is about the processes and practices that utilize the knowledge assets of a knowledge‐based firm that are enabled by the knowledge management infrastructure, to improve the innovation, and thus organizational performance (e.g., Gold, Malhotra, & Segars, ; Khasseh & Mokhtarpour, ; Shujahat et al., a). Hence, by this definition, there are three components of knowledge management: practices, processes, and infrastructure.…”

“…In this context, this study proposes that the experience of knowledge workers with knowledge management could significantly improve their overall satisfaction. For example, the knowledge management architecture in a knowledge‐based organization ensures that the right amount and type of knowledge is accessed and utilized by the right people, at the right place, and at the right time (e.g., Kianto et al., ; Shujahat et al., a). The input of the knowledge workers is the knowledge.…”