The knowledge value chain: a pragmatic knowledge implementation network

Catherine L. Wang (Senior Lecturer in International Strategic Management at the Oxford Brookes University Business School.)
Pervaiz K. Ahmed (Director, Japanese Management Research Unit, and Head of the Centre for Enterprise Excellence.)

Handbook of Business Strategy

ISSN: 1077-5730

Publication date: 1 December 2005

Abstract

In this article, we address the issue of knowledge management (KM) implementation by developing a pragmatic yet theoretically rigorous knowledge implementation framework, referred to hereinafter as the knowledge value chain. The model consists of KM processes (identification, acquisition, codification, storage, dissemination, refinement, application and creation), KM enablers (knowledge system, knowledge culture, organizational memory, knowledge sharing and knowledge benchmarking). Such processes and enabling factors lead to enhanced organizational capabilities – strategic flexibility, new product development, organizational learning, and responsiveness to customers – which are antecedents to performance. The knowledge value chain provides a tool to systematically examine resources and infrastructures. We further highlight the elements in the knowledge value chain that create synergies and enable effective implementation of three generic KM strategies.

Keywords

Citation

Wang, C. and Ahmed, P. (2005), "The knowledge value chain: a pragmatic knowledge implementation network", Handbook of Business Strategy, Vol. 6 No. 1, pp. 321-326. https://doi.org/10.1108/08944310510558115

Download as .RIS

Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.