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A model for assessing the coherence of companies’ knowledge strategy / Alberto F. De Toni in Knowledge management research and practice, Vol. 9 N° 4 (Décembre 2011) 

Public ISBD [article]  in Knowledge management research and practice > Vol. 9 N° 4 (Décembre 2011) . - pp. 327-341 Titre : A model for assessing the coherence of companies’ knowledge strategy Type de document : texte imprimé Auteurs : Alberto F. De Toni, Auteur ; Fabio Nonino, Auteur ; Matteo Pivetta, Auteur Année de publication : 2012 Article en page(s) : pp. 327-341 Note générale : Management Langues : Anglais (eng) Mots-clés : Knowledge  strategy  Business  strategy  Strategic  model  Knowledge  development  Knowledge  sharing  Knowledge  exploitation Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : This paper proposes a strategic model for assessing the coherence between companies’ knowledge strategies and their business strategies as well as in their competitive and organisational contexts. In analysing knowledge management literature, we locate three principal strategies: (1) knowledge development (internal or external), (2) knowledge sharing (codification or personalisation) and (3) knowledge exploitation (internal or external). We then position the three strategies and six related policies in the context-content-process dimensions of Pettigrew's model to create a useful framework for strategic analysis and a model to assess the coherence of companies’ knowledge strategy. The model can be used to evaluate how an existing knowledge strategy aligns with a company's characteristics and to formulate and implement a coherent knowledge strategy based on the current competitive environment, organisational context and business strategy. DEWEY : 658 ISSN : 1477-8238 En ligne : http://www.palgrave-journals.com/kmrp/journal/v9/n4/abs/kmrp201136a.html [article] A model for assessing the coherence of companies’ knowledge strategy [texte imprimé] / Alberto F. De Toni, Auteur ; Fabio Nonino, Auteur ; Matteo Pivetta, Auteur . - 2012 . - pp. 327-341. Management Langues : Anglais (eng) in Knowledge management research and practice > Vol. 9 N° 4 (Décembre 2011) . - pp. 327-341 Mots-clés : Knowledge  strategy  Business  strategy  Strategic  model  Knowledge  development  Knowledge  sharing  Knowledge  exploitation Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : This paper proposes a strategic model for assessing the coherence between companies’ knowledge strategies and their business strategies as well as in their competitive and organisational contexts. In analysing knowledge management literature, we locate three principal strategies: (1) knowledge development (internal or external), (2) knowledge sharing (codification or personalisation) and (3) knowledge exploitation (internal or external). We then position the three strategies and six related policies in the context-content-process dimensions of Pettigrew's model to create a useful framework for strategic analysis and a model to assess the coherence of companies’ knowledge strategy. The model can be used to evaluate how an existing knowledge strategy aligns with a company's characteristics and to formulate and implement a coherent knowledge strategy based on the current competitive environment, organisational context and business strategy. DEWEY : 658 ISSN : 1477-8238 En ligne : http://www.palgrave-journals.com/kmrp/journal/v9/n4/abs/kmrp201136a.html