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|Title:||KM and strategy.|
|metadata.dc.title.book:||Knowledge-Based Enterprise: Theories and Fundamentals|
Von Lubitz, Dag
|Other Authors:||Von Lubitz, Dag|
Knowledge Management Strategies
Chair of Health Informatics Management, Epworth HealthCare, Victoria, Australia
|Abstract:||Given that knowledge has now emerged as a key resource for organizations, knowledge and its management then naturally have significant strategic implications. In order to understand the connection between knowledge and strategy and thereby the strategic value of KM, we first need to understand some key frameworks and models that facilitate the analysis of organizations and their environments. These include the frameworks of Porter; namely his generic strategies, competitive forces model, and value chain model respectively and McFarlan’s strategic grid. In addition, we show that these frameworks are particularly useful in identifying how KM can facilitate organizations to maximize their competitive advantages. By understanding these key strategy models, it is possible then to fully appreciate how KM can and should be incorporated into an organization’s strategy design.|
|Affiliated Organisations:||Health Informatics|
Illinois Institute of Technology, USA
Central Michigan University, USA
|Appears in Collections:||Health Informatics|
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