Abstract

Purpose – The aim of this paper is to perform a preliminary analysis concerning the detection and examination of two possible opposite approaches to KM planning which will be referred to as deliberate and emergent KM strategies. The goal is to enhance our understanding of the variety of features KM strategies possess and, accordingly, to formulate categorisations that are in line with such characteristics. Design/methodology/approach – The paper discusses the findings of a quantitative survey which involved 68 Italian and Polish KIBS companies of various sizes and sectors. KIBS companies were chosen as the object of analysis due to their highly potential dependency on knowledge and its proper management. It is a preliminary analysis since it aims to provide some insights for a future deeper examination of the collected data, as well as for further collections. Research results–The findings confirm that KIBS companies consider knowledge as their main competitive resource. Nevertheless, the approaches they adopt for managing such asset differ in several aspects: the motivation and the promoters of the adopted KM practices; the obstacles encountered in the introduction of the practices and the time span of the KM planning; the focus devoted to the different KM processes and the specific use of the practices; the familiarity with KM notions and the degree of formalization of knowledge-related activities. Originality/value – The study contributes to the better understanding of KM strategies followed by KIBS companies, different in size and sector. Furthermore, it offers empirical support to the notion of emergent KM strategy. Practical implications – The study allows managers and owners of KIBS companies to better recognise and evaluate the differences that denote the possible knowledge management strategic approaches. They can use this knowledge for the revision of their KM approach and for implementing the one which is more suitable for their organizational settings. Limitations – The major limitation of the study is the relatively small sample of firms. This is, however, just a preliminary phase of the research which is still ongoing. Another limitation is caused by examining only a specific type of companies (KIBS firms). Companies from other sectors could also be investigated, so there is ample room for studies that intend to address this issue.

Authors (4)