مقاله انگلیسی رایگان در مورد طراحی یک روش یکپارچه برای برنامه ریزی استراتژیک مدیریت دانش – امرالد 2017

Purpose – Today knowledge extraction and sharing in the organizations have been positioned as one of the most significant managers’ priorities. However, despite huge investments in KM (Knowledge Management) area, the failure rates of these projects are high. One of the main reasons for this failures is the lack of a roadmap and a methodology for KM strategic planning which assist organizations to develop an integrated and aligned plan with business strategies which eventually reduces project’s failure rate. Yet, despite the extension of KM domain, little studies were conducted on strategic topics and especially KM strategic planning. Therefore, the aim of this study is to offer an integrated methodology for KM strategic planning. Design/methodology/approach – This paper introduces a methodology for KM strategic planning by using the mixed methods. At the first stage, along with a comprehensive literature review, some semi-structured interviews with KM experts were conducted and the obtained data have been analyzed using the thematic analysis. After that, a survey is conducted to validate the extracted dimensions and activities of the proposed methodology via expert s’ viewpoints. Findings – The results indicate that the main phases of the KM strategic planning methodology are as follows: Strategic review, strategic orientation, implementation, and evaluation. In the proposed methodology, main phases along with their related activities and their implementation order are presented as a roadmap for applying KM initiatives strategically. Research implications (if applicable) – In KM planning strategically, all phases of strategic management along with their related activities must be considered simultaneously. The proposed methodology can assist KM policymakers to identify and guide KM initiatives as well as to perform appropriate actions for progress. This paper tries to develop a coherent roadmap for knowledge initiatives by a strategic approach. Originality/value – One of the major reasons for the failure of many KM projects is the absence of a strategic planning methodology. A review of the KM literature shows that there are few studies, which adequately integrate strategic KM planning process; yet, most researchers view KM planning as the most difficult and complex part of KM implementation process. This paper aims to introduce a novel methodology to KM strategic planning comprehensively. The main contribution of this study is to develop a new integrated methodology for strategic planning that considers the strategy formulation aspects along with strategy execution and control aspects, synchronously.

Introduction

KM has been viewed as a strategic issue for the practitioners and academicians in recent years (Martinsons et al., 2017; Wang et al., 2016; Chen & Huang, 2012), and the importance of its implementation is dramatically increased for getting sustainable competitive advantage and innovation (Abu Bakar et al., 2016; Donate & de Pablo, 2015; Chen & Huang, 2010). Since the success of organizations is largely related to how effectively they manage their knowledge, the necessity of KM implementation is increasingly highlighted more than before (Wang et al., 2016). According to a report by APQC, which was conducted to examine the KM investments and to prioritize KM initiatives, of the 524 companies surveyed, 93% devoted a specific budget to KM projects (APQC, 2015), and the investments in the field of KM were increased in the studied organizations (Rhem, 2015). In spite of huge investments dedicated to KM projects, most of KM projects fail (Ale et al., 2014; Shankar et al., 2003; López-Nicolás & Meroño-Cerdán, 2011). The majority of investments in the field of KM do not meet organizations’ knowledge needs and expected benefits, and therefore, it leads to loss of investments (Ale et al., 2014). Some of the important reasons for failure of KM projects are the lack of an appropriate roadmap or methodology to implement KM initiatives (Kim et al., 2003; Wiig, 1998; Bolisani & Scarso, 2015), the lack of clear distinction between data, information and knowledge, ignorance of unique features of knowledge and knowledge workers (Kim et al., 2003), lack of clear KM strategies and vision (Beiryaei & Jamporazmay, 2010; Martinsons et al., 2017), lack of KM strategic alignment (Martinsons et al., 2017), ignorance of consequences of KM (López-Nicolás & Meroño-Cerdán, 2011).Many organizations use IT planning techniques to identify the core knowledge, design KM procedures and implement KM, while KM cannot rely solely on technical approaches due to the multi-dimensional nature of KM (Akram et al, 2015).