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Knowledge management strategies in KIBS companies: A preliminary analysis

Abstrakt

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.

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Accepted albo Published Version
Licencja
Copyright (2017 IFKAD)

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Kategoria:
Aktywność konferencyjna
Typ:
publikacja w wydawnictwie zbiorowym recenzowanym (także w materiałach konferencyjnych)
Tytuł wydania:
Proceedings of IFKAD 2017, International Forum on Knowledge Assets Dynamics strony 1598 - 1611
Język:
angielski
Rok wydania:
2017
Opis bibliograficzny:
Bolisani E., Zięba M., Paiola M., Scarso E.: Knowledge management strategies in KIBS companies: A preliminary analysis// Proceedings of IFKAD 2017, International Forum on Knowledge Assets Dynamics/ ed. JC Spender, Giovanni Schiuma, Tatiana Gavrilova St. Petersburg: , 2017, s.1598-1611
Bibliografia: test
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  2. Bolisani, E., Scarso, E. and Zięba, M. (2015) "Emergent Versus Deliberate Knowledge Management Strategy: Literature Review and Case Study Analysis" in Garlatti, A. and Please quote as follows: Ettore Bolisani, Zieba Malgorzata, Paiola Marco, Scarso Enrico, Knowledge management strategies in KIBS companies: A preliminary analysis, in: Proceedings of IFKAD 2017, International Forum on Knowledge Assets Dynamics, 7-9
  3. Massaro, M. (eds.), Proceedings of the 16th European Conference on Knowledge Management, Academic Conferences Limited, Reading, UK, pp 153-160 otwiera się w nowej karcie
  4. Bolisani, E., Scarso, E., and Zięba, M. (2016) "How To Deal With Knowledge in Small Companies ? Defining Emergent KM Approach", International Journal of Learning and Intellectual Capital, Vol. 13, No. 2-3, pp. 104-118. otwiera się w nowej karcie
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  7. Hansen, M.T., Nohria, N. and Tierney, T. (1999) "What's your strategy for managing knowledge?", Harvard Business Review, Vol. 77 No. 2, pp. 106-116.
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  11. Maier, R. and Remus, U. (2002) "Defining process-oriented knowledge management strategies", Knowledge and Process Management, Vol. 9, No. 2, pp. 103-18. otwiera się w nowej karcie
  12. Mangiarotti, G. (2012) "Knowledge management practices and innovation propensity: a firm-level analysis for Luxembourg", International Journal of Technology Management, Vol. 58, Nos. 3/4, pp. 261-283. otwiera się w nowej karcie
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  14. Razmerita, L., Phillips-Wren, G. and Jain, L.C. (2016) "Advances in Knowledge Management: An Overview", in Razmerita L., Phillips-Wren G. and Jain L.C. (Eds.), Innovations in Knowledge Management, Springer Berlin Heidelberg, pp. 3-18. otwiera się w nowej karcie
  15. Ribière, V. and Walter, C. (2013) "10 years of KM theory and practices", Knowledge Management Research & Practice, Vol. 11, No. 1, pp 4-9. otwiera się w nowej karcie
  16. Schulz, M. and Jobe, L.A. (2001) "Codification and tacitness as knowledge management strategies: an empirical exploration", Journal of High Technology Management Research, Vol. 12, No. 1, pp. 139-165. otwiera się w nowej karcie
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  21. Please quote as follows: Ettore Bolisani, Zieba Malgorzata, Paiola Marco, Scarso Enrico, Knowledge management strategies in KIBS companies: A preliminary analysis, in: Proceedings of IFKAD 2017, International Forum on Knowledge Assets Dynamics, 7-9
  22. Wong, K.Y. and Aspinwall, E. (2004), "Characterizing knowledge management in the small business environment", Journal of Knowledge Management, Vol. 8, No. 3, pp 44-61.
  23. Zięba, M., Bolisani, E., and Scarso, E. (2016) "Emergent approach to knowledge management by small companies: multiple case-study research", Journal of Knowledge Management, Vol. 20, No. 2, pp. 292-307. otwiera się w nowej karcie
Weryfikacja:
Politechnika Gdańska

wyświetlono 138 razy

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