Strategic planning approaches to knowledge management: a taxonomy
| DOI | https://doi.org/10.1108/VINE-01-2015-0005 |
| Date | 09 November 2015 |
| Pages | 495-508 |
| Published date | 09 November 2015 |
| Author | Ettore Bolisani,Enrico Scarso |
| Subject Matter | Information & knowledge management,Knowledge management,Knowledge management systems |
Strategic planning approaches to
knowledge management:
a taxonomy
Ettore Bolisani and Enrico Scarso
Department of Management and Engineering, University of Padua,
Vicenza, Italy
Abstract
Purpose – The purpose of this paper is to discuss and propose a taxonomy of approaches to the
strategic planning of knowledge management (KM). The concept of KM strategy is relatively recent and
has been developed based on the assumption that any KM programme requires the denition of
long-term goals, resources and plans, i.e. a KM strategic planning. Empirical evidence shows that the
conditions for the successful implementation of KM can change from a company to another and in
relation to the external context, and this may call for different appropriate approaches to KM planning.
Design/methodology/approach – By drawing inspiration from the classic literature about strategic
planning and combining it with the KM literature, a taxonomy of four possible approaches to KM
strategic planning is developed. This taxonomy is based on the combination of two dimensions, namely:
the nature (rational vs emergent) of the planning process, and the competitive factors (internal vs
external) that drive the strategy formulation. Examples of companies, drawn from an analysis of recent
case studies based on secondary data, are then provided, with the purpose to depict the features of each
KM strategic planning approach, as well as asses the consistency and usefulness of the formulated
taxonomy.
Findings – The analysis of available empirical data shows that the proposed taxonomy ts cases that
can be found in real life. The two dimensions of KM strategic planning previously presented allow to
highlight the differences in the behaviour of companies. This can provide important food for thought for
strategic thinking applied to KM, and can also reinforce the link between KM and other areas of
management.
Practical implications – The awareness that companies can follow different approaches to KM
planning is important for executives that consider KM as a primary activity for their companies. In
particular, in the case of an emergent KM strategy, managers should be able to recognize it, and, as far
as possible, to align it with the company’s overall strategic goals.
Originality/value – To date, the literature has primarily focused on the denition of different types of
KM strategies, while the process that can lead to the formulation of these strategies has been less
studied. The paper aims to ll this gap by identifying, discussing and classifying different possible
approaches to KM strategic planning that a company can adopt.
Keywords Strategic planning, Classication, Knowledge management, Case studies,
Knowledge management strategies
Paper type Research paper
This paper contributes to the Ateneo 2012 Project “Developing organizational ambidexterity to
foster the competitiveness of the Italian machinery industry” (funded by the University of
Padova).
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0305-5728.htm
Knowledge
management
495
Received 27 January 2015
Revised 30 July 2015
Accepted 13 August 2015
VINE
Vol.45 No. 4, 2015
pp.495-508
©Emerald Group Publishing Limited
0305-5728
DOI 10.1108/VINE-01-2015-0005
To continue reading
Request your trial