Int. J. of Information Technology and Management   »   2014 Vol.13, No.4

 

 

Title: Exploring knowledge strategy within a knowledge-intensive organisation: a case study approach

 

Authors: Françoise De Viron; Tanguy De Jaegere; Thomas Lederer; Alain Vas

 

Addresses:
Louvain School of Management Research Institute (ILSM), Université catholique de Louvain (UCL) Place des Doyens, 1 (B.212), B1348 Louvain-la-Neuve, Belgium
Louvain School of Management Research Institute (ILSM), Université catholique de Louvain (UCL) Place des Doyens, 1 (B.232), B1348 Louvain-la-Neuve, Belgium
Louvain School of Management Research Institute (ILSM), Université catholique de Louvain (UCL) Place des Doyens, 1 (B.225), B1348 Louvain-la-Neuve, Belgium
Louvain School of Management Research Institute (ILSM), Université catholique de Louvain (UCL) Place des Doyens, 1 (B.230), B1348 Louvain-la-Neuve, Belgium

 

Abstract: This paper investigates the development of a knowledge strategy (Zack, 1999, 2002) using a strategy-as-practice perspective (Jarzabkowski, 2004; Jarzabkowski et al., 2007; Whittington, 1996, 2006), two major research areas in strategic and knowledge management. In order to provide a relevant research field to our investigation, we have selected one of the leading consultant firms in the domain of strategy as well as knowledge management. This paper presents firstly how the concept of knowledge strategy has evolved and has been used within a knowledge-intensive firm and secondly the results of the exploratory study. Those tend to confirm an implementation of an explicit knowledge strategy, distinctively of any knowledge management strategies. More specifically, this identification is done by using the knowledge gaps method proposed by Zack. Actors, practices, organisational structure and culture are hence highlighted. Limitations of the present research are discussed and some further research directions and development are proposed, for instance, the explicit formulation of a knowledge strategy.

 

Keywords: knowledge strategy; knowledge management; qualitative research; knowledge-intensive firms; KIF; organisational culture; case study; organisational structure.

 

DOI: 10.1504/IJITM.2014.065630

 

Int. J. of Information Technology and Management, 2014 Vol.13, No.4, pp.264 - 284

 

Available online: 31 Oct 2014

 

 

Editors Full text accessAccess for SubscribersPurchase this articleComment on this article