Please use this identifier to cite or link to this item: http://hdl.handle.net/11434/1662
Title: KM and strategy.
metadata.dc.title.book: Knowledge-Based Enterprise: Theories and Fundamentals
Authors: Wickramasinghe, Nilmini
Editors: Wickramasinghe, Nilmini
Von Lubitz, Dag
Other Authors: Von Lubitz, Dag
Keywords: Knowledge Management
KM
Knowledge Management Strategies
Strategic Value
Knowledge Assets
Organisational Analysis
Environmental Analysis
Strategy Design
Chair of Health Informatics Management, Epworth HealthCare, Victoria, Australia
Issue Date: 2007
Publisher: IGI Global
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.
URI: http://hdl.handle.net/11434/1662
DOI: 10.4018/978-1-59904-237-4.ch007
ISBN: 9781599042374
Type: Chapter
Affiliated Organisations: Health Informatics
Illinois Institute of Technology, USA
Central Michigan University, USA
Appears in Collections:Health Informatics

Files in This Item:
There are no files associated with this item.


Items in Epworth are protected by copyright, with all rights reserved, unless otherwise indicated.