Knowledge Management and Business Strategies: Theoretical Frameworks and Empirical Research

Section I: Organizational Knowledge Management Chapter I: Knowledge Management: From Management Fad to Systemic Change Shamim Bodhanya, University of KwaZulu-Natal, South Africa Chapter II: Does Knowledge Management Improve Firm Performance? The Effect of Knowledge Distinctive Competences Cesar Camison Zornoza, Universitat Jaume I, Spain; Daniel Palacios Marques, Universitat Jaume I, Spain; and Fernando Jose Garrigos Simon, Universitat Jaume I, Spain Chapter III: Knowledge Management Leaders’ Top Issues Anne-Marie Croteau, Concordia University, Canada and Marc Dfouni, Concordia University, Canada Section II: Knowledge Management (KM) Strategies Chapter IV: External Knowledge Search Strategy as an Essential Element of a Knowledge Management Strategy Fergal McGrath, University of Limerick, Ireland and Rebecca Purcell, University of Limerick, Ireland Chapter V: Knowledge Transfer Strategy: An Emerging Classification System Robert Parent, University of Sherbrooke, Canada; Denis St-Jaques, University of Sherbrooke, Canada and Julie Believau, University of Sherbrooke, Canada Chapter VI: Modular Organizations and Strategic Flexibility: The Mediating Role of Knowledge Management Strategy Emmanuel D. Adamides, University of Patras, Greece and Nikolaos Pomonis, University of Patras, Greece Chapter VII: Socializing a Knowledge Strategy Peter H. Jones, Redesign Research, USA Chapter VIII: A Technology-Focused Framework for Integrating Knowledge Management into Strategic Innovation Management Marc Henselewski, Deloitte Consulting GmbH, Germany; Stefan Smolnik, European Business School, Germany; and Gerold Riempp, European Business School, Germany Section III: Business and KM Strategies Alignment Chapter IX: Knowledge Strategic Alignment: Research Framework, Models, and Concepts Derek A. Asoh, Southern Illinois University, USA and University of Yaounde I, Cameroon; Salvatore Belardo, University at Albany State University of New York, USA; and Peter Duchessi, University at Albany State University of New York, USA Chapter X: Integrating Knowledge Management Services: Strategy and Infrastructure Ronald Maier, University of Innsbruck, Austria and Ulrich Remus, University of Canterbury, New Zealand Chapter XI: Aligning Knowledge and Business Strategies within an Artificial Ba Context Hannu Kivijarvi, Helsinki School of Economics, Finland Chapter XII: The Activity Domain Theory: Informing the Alignment of Business and Knowledge Management Strategies Lars Taxen, Linkoping University, Sweden Section IV: Selected Readings Selected Reading I: Developing and Analysing Core Competencies for Alignment with Strategy Keith Sawyer, Alpha Omega International, UK and John Gammack, Griffith University, Australia Selected Reading II: Enhancing Performance Through Knowledge Management: Holistic Framework Anne P. Massey, Indiana University, USA, V. Ramesh, Indiana University, USA, and Mitzi M. Montoya-Weiss, North Carolina State University, USA Selected Reading III: Challenges in Developing a Knowledge Management Strategy for the Air Force Materiel Command Summer E. Bartczak, Air Force Institute of Technology AFIT/ENV, USA and Ellen C. England, Air Force Institute of Technology AFIT/ENV, USA Selected Reading IV: Measuring Organizational Readiness for Knowledge Management W. A. Taylor, University of Bradford, UK and M. A. Schellenberg, University of Bradford, UK Selected Reading V: Alignment of Business and Knowledge Management Strategies El-Sayed Abou-Zeid, Concordia University, Canada