{"id":6503,"date":"2019-10-27T22:50:29","date_gmt":"2019-10-27T22:50:29","guid":{"rendered":"http:\/\/arielsheen.com\/?p=6503"},"modified":"2019-11-28T03:47:49","modified_gmt":"2019-11-28T03:47:49","slug":"notes-on-designing-an-integrated-methodology-for-knowledge-management-strategic-planning-the-roadmap-toward-strategic-alignment","status":"publish","type":"post","link":"https:\/\/arielsheen.com\/index.php\/2019\/10\/27\/notes-on-designing-an-integrated-methodology-for-knowledge-management-strategic-planning-the-roadmap-toward-strategic-alignment\/","title":{"rendered":"Notes On Designing an Integrated\u00a0Methodology for Knowledge\u00a0Management Strategic Planning:\u00a0The Roadmap Toward Strategic Alignment\u00a0"},"content":{"rendered":"

 <\/p>\n

\"\"The main aim of the study is to develop a new methodology for KM strategic planning to navigate KM projects strategically. The mixed-method approach was used to develop KM strategic planning methodology.\u00a0<\/span><\/p>\n

The main focus of the proposed methodology is KM strategic alignment by considering internal and external environment of business and adopting a top-down approach in strategic planning which was less seen in the previous studies.\u00a0<\/span><\/p>\n

The proposed methodology helps organizations to know what processes and activities must be emphasized in KM project adoption. Application of the proposed integrated methodology assists organizations to gain strategic alignment and fit KM investment with a business requirement.\u00a0<\/span><\/p>\n

the proposed methodology is general in nature; it is recommended to develop customized KM strategic methodologies in specific domains, for example, public organization, SCM and virtual organization.\u00a0<\/span><\/p>\n

\"\"<\/p>\n

The majority of investments in the field of KM do not meet organizations\u2019 knowledge needs and expected benefits, and therefore, it leads to loss of investments (Ale et al., 2014). Some of the important reasons for the failure of KM projects are the lack of an appropriate roadmap or methodology to implement KM initiatives (Kim et al., 2003; Wiig, 1998; Bolisani and Scarso, 2015), the lack of clear distinction between data, information and knowledge, ignorance of unique features of knowledge and knowledge workers (Kim et al., 2003), lack of clear KM strategies and vision (Beiryaei and Jamporazmay, 2010; Martinsons et al., 2017), lack of KM strategic alignment (Martinsons et al., 2017) and ignorance of consequences of KM (Lopez-Nicol\u00e1s and Mero\u00f1o-Cerd\u00e1n, 2011). Many organizations use IT planning techniques to identify the core knowledge, design KM procedures and implement KM, while KM cannot rely solely on technical approaches because of the multi-dimensional nature of KM (Akram et al., 2015). This challenge reveals the necessity of a specialized strategic planning methodology for KM\u00a0<\/span><\/p>\n

one of the most cited KM failure reasons is the lack of strategic planning and poor strategic alignment of these initiatives (Shankar et al., 2003; Ale et al., 2014; Patil and Kant, 2014; Bolisani and Scarso, 2015). Considering that strategic alignment and strategic planning are regarded as the primary requirements of successful KM implementation (Ale et al., 2014; Beiryaei and Jamporazmay, 2010), the main purpose of this paper is to develop a new integrated methodology for KM strategic planning which could be applied as a roadmap for implementation of knowledge initiatives with a strategic approach.\u00a0<\/span><\/p>\n

KM is defined as the process of identifying, creating, absorbing and applying organizational knowledge to exploit new opportunities and enhance productivity\u00a0<\/span><\/p>\n

KM barriers were grouped in five categories, including knowledge characteristics, knowledge source, knowledge receiver, contextual factor and mechanisms. Patil and Kant (2014) believed that KM barriers can be grouped in strategic barriers, organizational barriers, technological barriers, cultural barriers and individual barriers. They found that strategic barriers were the most important barriers to KM adaptation.\u00a0<\/span><\/p>\n

KM strategy is the high-level plan which identifies KM processes, tools and infrastructures and guarantees the effective circulation of knowledge in the organizations.\u00a0<\/span><\/p>\n

On the KM focus dimension, KM strategies can be grouped as explicit- oriented and tacit-oriented. On the other dimension, KM strategies can be categorized as internal orientation and external orientation.\u00a0<\/span><\/p>\n

Selecting the appropriate KM strategy by considering organizational conditions and business knowledge requirements is a core concern of KM strategic planning methodologies.\u00a0<\/span><\/p>\n

Strategic planning of KMS has been important for the following reasons:<\/p>\n

better support for business objects
\nenhancement of integration and consolidation of KMS
\nappropriate use of KMS to get competitive advantage
\nprioritization of KMS development projects
\nbetter executive supports of KMS operations
\ndecision-making facilitation related to KMS investments
\nimprovement of resource allocation in KM area
\nprediction of needed resources
\nimprovement of the communication with top managers
\nidentification of key problematic areas<\/p>\n