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Strategies for Managing Knowledge

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Abstract

This chapter concentrates on strategies for managing knowledge. Guiding principles for a successful KM strategy are introduced. Five questions lead the reader to develop a KM strategy. Relevant KM strategies such as an innovation-oriented KM strategy, «Best Practice» strategy, process-oriented KM strategy and project-oriented KM strategy are explained. The metaphor of organisations as knowledge markets provides principles and rules to implement KM strategies. The KM-tool explained at the end of the chapter is the called «knowledge market».

A resource-based approach tends to place more emphasis on the organisation’s capabilities or core competences. A knowledge-based strategy formulation should thus start with the primary intangible resource: the competence of peopleK.E. Sveiby (2001)

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Notes

  1. 1.

    There is no comprehensive and up-to date overview, for summarising statements refer to 7 http://www.kbos.net/uploadfiles/Knowledge%20Management%20implementation%20trends.pdf or see the annual results of the «MAKE»-award.

  2. 2.

    For more information on crowdsourcing see Howe (2006); Chesbrough et al. (2006).

  3. 3.

    This section was authored by Dr. Thomas Rieger, ComoConsult.

  4. 4.

    Adapted from Camp (1989) and 7 http://en.wikipedia.org/wiki/Benchmarking

  5. 5.

    General Electric, Annual Reports 1994, 1995, 1996.

  6. 6.

    See also v. Krogh et al. (1997).

  7. 7.

    General Electric, Annual Reports 1994, 1995, 1996.

  8. 8.

    General Electric, Annual Reports 1994, 1995, 1996.

  9. 9.

    Source: Adapted from the Knowledge Management Self-Assessment guide of the Federal Personnel Service of Belgium 7 <ExternalRef><RefSource>http://www.fedweb.belgium.be/fr/binaries/broch_km_managers_fr_tcm119-3359.pdf

  10. 10.

    Allen (no year).

  11. 11.

    The text widely follows Henn (1995).

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North, K., Kumta, G. (2018). Strategies for Managing Knowledge. In: Knowledge Management. Springer Texts in Business and Economics. Springer, Cham. https://doi.org/10.1007/978-3-319-59978-6_5

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