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A model for assessing the coherence of companies’ knowledge strategy

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Knowledge Management Research & Practice

Abstract

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.

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Authors and Affiliations

  1. University of Udine, Udine, Italy

    Alberto F De Toni

  2. Department of Computer, Control and Management Engineering, ‘Antonio Ruberti’ Sapienza University of Rome, Roma, Italy

    Fabio Nonino

  3. Fair Play Consulting Srl, Padova, Italy

    Matteo Pivetta

Authors
  1. Alberto F De Toni
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  2. Fabio Nonino
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  3. Matteo Pivetta
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Corresponding author

Correspondence to Fabio Nonino.

Appendix

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Table A1

Table A1 References of the correlation matrix for coherence assessment of companies’ knowledge strategy
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De Toni, A., Nonino, F. & Pivetta, M. A model for assessing the coherence of companies’ knowledge strategy. Knowl Manage Res Pract 9, 327–341 (2011). https://doi.org/10.1057/kmrp.2011.36

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