Dynamic knowledge management strategy development in international non-governmental organisations

Resource type
Authors/contributors
Title
Dynamic knowledge management strategy development in international non-governmental organisations
Abstract
Knowledge management strategies are important for firms’ competitive positioning. This paper examines how knowledge management codification and personalisation strategies are developed in response to environmental and organisational dynamics in an international non-governmental organisation. A longitudinal case study of the organisation’s strategic reformulation of its KM strategy over a 2.5 period is drawn upon. The research examines how pressures in the firm’s operating environment led to the organisation identifying the need to leverage the value of local contextual knowledge. Subsequent reformulation required the organisation to change its strategic mix of codification and personalisation over time. Although efforts were focused on increasing personalisation, developments were supported through codification demonstrating a symbiotic, mutually supporting relationship between the strategies. The strategic reformulation involved processes of reflection, repackaging and support activities.
Publication
Knowledge Management Research & Practice
Volume
0
Issue
0
Pages
1-12
Date
June 30, 2020
ISSN
1477-8238
Accessed
30/07/2021, 11:44
Library Catalog
Taylor and Francis+NEJM
Extra
Publisher: Taylor & Francis _eprint: https://doi.org/10.1080/14778238.2020.1785348
Citation
Walsh, J. N., & Lannon, J. (2020). Dynamic knowledge management strategy development in international non-governmental organisations. Knowledge Management Research & Practice, 0(0), 1–12. https://doi.org/10.1080/14778238.2020.1785348