Competing theoretical perspectives regarding the effects of knowledge management (KM) on performance have underpinned past empirical studies. By explicitly surfacing and comparing three such perspectives, we contribute to the theoretical advancement of the KM field. We develop hypotheses consistent with the underlying logics of universalistic, complementarity and contingency theories and we emp...

Like many large organizations, both governmental and non-governmental, the U.S. Air Force is currently developing and implementing Knowledge Management (KM) initiatives. However, in the case of the Air Force, this is being done without a framework that can provide an overarching knowledge vision or knowledge strategy to guide the efforts. This paper develops and evaluates a framework to guide l...

The field of Knowledge Management (KM) has already completed its initiatory phase, characterized by operational confusion between knowledge and information, stemming from the tenuous notion of “explicit knowledge”. Consequently, the progress of KM has been much slower than would the significance of knowledge management in a modern enterprise indicate. Here we propose and discuss four cornerston...

Different types of knowledge such as R&D, marketing, and manufacturing knowledge have been focused in the past researches, while few scholars paid attention to strategic management knowledge. This paper focuses on the attainment of strategic objective of MNCs’ Chinese subsidiaries, by analyzing the strategic management knowledge transfer from MNC headquarters to the Chinese subsidiaries. The in...

To obtain the development and change of teachers’ strategic knowledge in teachers’ online community of practice (TOCP) in China, content analysis, video case analysis and statistical analysis methods were adopted to study 45 teachers (15 novice teachers, 15 key teachers, and 15 experienced teachers) from three participating schools during three phases. The development and change of different te...

In interactive design processes, strategic decisions are made at different levels. To support designers, design support systems need to include corresponding strategic knowledge at these levels. In this paper three levels of strategic interaction and strategic knowledge are identified within a compositional model of design. These levels are identified in reasoning about the manipulation of requ...

INTRODUCTION Historically, the focus of IT infrastructure has been to capture the knowledge of experts in a centralized repository (Davenport & Prusak, 1998; Grover & Davenport, 2001). These centralized databases contained knowledge that was explicit and historical (e.g., competitor pricing, market share), and the IT infrastructure served to facilitate functional decision-making or to automate ...

We are living in an economy of kaleidoscopic change where the only element, which is constant, is change. The industry environment is being influenced by unexpected, multiple changes reducing the period for which organizations can hold on to a competitive advantage. Every sector of industry in every corner of the globe has been affected by this change. One of the catalyst of this change has bee...

Defining strategic position of the organizations within the industry environment is one of the basic and most important phases of strategic planning to which extent that one of the fundamental schools of strategic planning is the strategic positioning school. In today’s knowledge-based economy and dynamic environment, it is essential for universities as the centers of education, knowledge creat...