Authors: Daniela Carlucci, Bernard Marr, Gianni Schiuma
Addresses: LIEG-DAPIT, Universita della Basilicata, Macchia Romana, 85100 Potenza, Italy. ' Centre for Business Performance, Cranfield School of Management, Cranfield, Bedfordshire MK43 0AL, UK. ' LIEG-DAPIT, Universita della Basilicata, Macchia Romana, 85100 Potenza, Italy
Abstract: This theoretical paper explores the fundamental issue of how knowledge management initiatives impact business performance. Reflecting on the management literature in the fields of knowledge management and performance management enabled the deduction of four basic assumptions, representing the links of a conceptual cause-and-effect framework – the knowledge value chain. Drawing on the resource-based view and the competence-based view of the firm, the paper identifies strategic, managerial, and operational dimensions of knowledge management. The review of performance management frameworks discusses the role of knowledge management in those models. These reflections allow linking knowledge management with core competencies, strategic processes, business performance, and finally, with value creation.
Keywords: knowledge management; performance management; intellectual capital; intangible assets; value creation; knowledge assets; knowledge-based view; resource-based view; knowledge value chain.
International Journal of Technology Management, 2004 Vol.27 No.6/7, pp.575 - 590
Available online: 19 Jul 2004Full-text access for editors Access for subscribers Purchase this article Comment on this article