¹School of Management, Gatton College of Business and Economics, University of Kentucky, Lexington, KY, U.S.A.

Correspondence: Clyde W. Holsapple, School of Management, Gatton College of Business and Economics, University of Kentucky, Lexington, KY 40506-0034, U.S.A. E-mail: cwhols@uky.edu

Received 12 October 2007; Accepted 15 October 2007.

Abstract

A variety of indicators suggest that knowledge management (KM), as a field of study and practice, is here to stay. Although still in a formative stage, it has developed substantial gravitas. It is no mere sideshow, intellectual curiosity, or marketing ploy. On the contrary, KM is an expansive (and expanding) field that has the potential to offer a unifying foundation for many other disciplines, from information systems to accounting, from operations management to strategic management, from marketing to human resources and organization design. Nevertheless, there is a major missing link. Specifically, is there a link between superior KM performance and a firm's bottom line? If so, what is the nature of this link? In this paper, we argue that it is both important and possible to explore this missing link. If such a link can be established, then the gravitas of KM is reinforced, the practical significance of KM is amplified, and a host of related research questions are unleashed.