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Handbook of Strategic e-Business Management pp 657–685Cite as

Knowledge Management Alignment Strategies for Organizations and e-Businesses

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Part of the book series: Progress in IS ((PROIS))

Abstract

This chapter investigates using strategist types to align knowledge management (KM) and business strategies in an organization. Does such type-analysis apply in an e-business or with m-commerce, as compared to traditional, paper-based organizations? E-businesses are companies and organizations with web-based operations throughout or in some parts. M-commerce refers to being e-based in a market segment and dependent on technology, such as mobile applications (mobile apps). Also, we ask how strategist-type alignment might make implementation of a KM system (KMS) faster, business processes more efficient, and decision-making more effective? Following presentation of a theoretical framework for a taxonomy grounded in KM literature, case studies are presented as used in qualitative analysis of KMSs for three strategic types of organizations: Defender, Prospector, and Analyzer. Starting with earlier research on strategic alignment in traditional companies, three types of organizations are discussed using case studies: (1) traditional organizations using KM; (2) transitional organizations converting to e-business operations in some areas; and (3) advanced m-commerce businesses operating almost totally in the mobile Internet environment. Thus, this chapter shows researchers how to validate the generalization potential of continuing to align KM and business strategies in new technological environments and shows practitioners how to investigate and plan for a KMS. We recommend determining the type of approach to strategy in an organization before aligning KM strategies and business goals by using the taxonomy presented. Research results suggest that strategic alignment and technological applications for a KMS in an e-business should support the level of strategic risk management preferred by stakeholders and in m-commerce customers should be involved in KM.

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Author information

Authors and Affiliations

  1. School of Library and Information Sciences, NC Central University, Durham, NC, USA

    Deborah E. Swain

  2. Department of Accounting, University of Moncton, Moncton, New Brunswick, Canada

    Jean-Pierre Booto Ekionea

Authors
  1. Deborah E. Swain
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  2. Jean-Pierre Booto Ekionea
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Corresponding author

Correspondence to Deborah E. Swain .

Editor information

Editors and Affiliations

  1. Department of Business Administration, University of Granada, Granada, Spain

    Francisco J. Martínez-López

Appendix

Appendix

For case study research, historical data about KM applications were collected from textbooks that trace changes in revised editions, business books, journal and newspaper articles, published case studies, and reports about organizations. In addition, researchers used e-journals, web sites and blogs as well. The case studies were classified into two kinds of e-businesses:

  • Transitional e-businesses

    • Alltel

    • Boeing

    • Canadian Tire Corporation, Ltd.

    • CIGNA

    • Coca-Cola

    • Dunkin’ Donuts

    • Emergency Medical Associates

    • Expedia (travel)

    • General Motors

    • Hewlett-Packard

    • MenuVino, Inc.

    • Montgomery County Schools in Maryland (USA)

    • Texaco Oil

    • Valero Energy

    • Xerox

  • M-commerce businesses

    • Amtrak

    • Bank of America

    • Boy Scouts (USA)

    • British Broadcasting Co.

    • Carrefour (France)

    • Chase

    • Deckers Outdoor Corp.

    • Delta Airlines

    • HBO

    • ICICI Bank (India)

    • Mercedes-Benz

    • Merita Bank (Nordea Bank)

    • New York Times

    • Nokia

    • Wollongong University (Australia)

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Swain, D.E., Booto Ekionea, JP. (2014). Knowledge Management Alignment Strategies for Organizations and e-Businesses. In: Martínez-López, F. (eds) Handbook of Strategic e-Business Management. Progress in IS. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-39747-9_27

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