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Unstructured knowledge management (UKM) becomes indispensable for the support of knowledge work. However, unstructured knowledge is inconvenient and difficult for sharing, organizing and acquisition. This paper seeks to present the development and implementation of a multi‐facet taxonomy system (MTS) for effective management of unstructured knowledge.

Multi‐facet taxonomy is a multi‐dimensional taxonomy which allows the classification of knowledge assets under multiple concepts at any levels of abstraction. The MTS system is based on five components: multi‐dimensional taxonomy structure, thesaurus model, automatic classification mechanism, intelligent searching, and self‐maintenance of taxonomy, respectively. Artificial intelligence (AI) and natural language process (NLP) technologies are used in the development of the MTS.

With the successful development of the MTS, the accuracy of categorization of unstructured knowledge is significantly improved. It also allows an organization to capture the valuable tacit knowledge embedded in the unstructured knowledge assets. This helps an organization to explore business opportunities for continuous business improvement.

The implementation of the MTS system not only dramatically reduces the human effort, time and cost for UKM but also allows an organization to capture valuable knowledge embedded in unstructured knowledge assets.

As the knowledge work and task become more complex and are dynamically changing with time and involve multiple concepts, the MTS addresses the inadequacy of conventional single dimensional taxonomy for managing unstructured knowledge. The self‐maintenance capability of the MTS ensures that the taxonomy is up‐to‐date and new knowledge is classified automatically for better knowledge sharing and acquisition.

Presents a new taxonomy for the non make‐to‐stock sector to enable a like‐with‐like comparison, arguing that existing taxonomies within the literature are inadequate for strategic research purposes. Presents empirical evidence which has been collected from 22 companies in three European countries – the UK, Denmark and The Netherlands. The data support the structure of the proposed new taxonomy and provide insights into competitive advantage and customisation issues in the non make‐to‐stock sector. Finally, two new labels for this sector of industry are proposed. “Versatile manufacturing company” is used to describe those manufacturers which are involved in a competitive bidding situation for every order which they receive, customisation by individual order. In contrast, the “Repeat business customiser” may only be in this position for the first of a series of similar orders from a particular customer, customisation by contract.

This paper reports on a taxonomy design project involving graduate students in information science (MLIS degree) working as intern-consultants under the guidance of an information science faculty member. The consulting team developed a taxonomy that would reflect current academic departmental structures and be used to optimise publisher tools for generating metrics and interpretive assessment.

In this case study, three students worked under the direction of a faculty member on a consulting team for a Silicon Valley company that provides business analytics to academic publishers. Tasked with designing a taxonomy of disciplinary knowledge to support the company’s analytical software tools, the students developed methods for environmental scans, vocabulary design, validation and taxonomy management for the project objectives.

The consulting experience proved to be highly beneficial for the students as an opportunity to take concepts learned in their coursework and apply them in practice. The project team delivered to the company the most detailed taxonomy of academic disciplines in the marketplace, along with recommendations for its maintenance and management for ongoing support of business objectives. The company was supportive throughout the internship programme, generating collaborative contributions from all stakeholders.

As more students earning an Master of Library and Information Science (MLIS) or similar degree move into a wide array of careers within business environments, internship experience through consulting can be an essential advantage to their preparation.

The purpose of this paper is to investigate if the organization competitive orientation can really make firms emphasize different internal capability. This paper aims to revisit and extend the study proposed by Fleury and Fleury (2003).

The survey instrument was employed to collect the sample composed by 163 companies from different sectors of Brazilian market. Additionally, several statistic techniques were applied such as cluster analysis, ANOVA test and hierarchical regression analysis to investigate the phenomenon.

It was observed that three possible clusters can be built based on cumulative capabilities perspective and the Operation oriented group has no emphasis on production, logistic nether R & D capability, while other two clusters have a distinctive attentions on their internal capabilities.

The limitation of this research lies in using perceptual scale for performance and few constructs with one item for measuring. On the other hand, this research has revisited the taxonomy topic based on cumulative capability perspective and discussed the trade-off concepts assumed in past studies.

This study has demonstrated the absence of systematic strategy implementation of those that are considered Operational oriented. Additionally, the authors have demonstrated that market share and customer satisfaction performance are impacted by different competitive priority as well as internal capability.

The authors reviewed the work proposed by Fleury and Fleury (2003), and went further in proposing a taxonomy complementation suggested by them. Additionally the authors discussed the assumptions of the taxonomies that have been adopted up today and explored this issue using cumulative capabilities concept. This work is based on competitive orientations, internal capability and cumulative capabilities suggested by seminar papers.

The purpose of this paper is to develop a contemporary resource‐based taxonomy of manufacturing micro, small, and medium‐sized enterprises (MSMEs) and to relate the findings to other small to medium‐sized enterprise (SME) taxonomies and to resource‐based theory.

Cluster analysis of 186 Swedish manufacturing MSMEs. The cluster analysis is based on resources and capabilities. The cluster variables were identified through case studies and a literature review of contemporary studies in resource‐based theory.

The cluster analysis resulted in identification of six different clusters: Ikeas, conservatives, technocrats, marketeers, craftsmen, and nomads. The results are related to other SME taxonomies and the usefulness of going beyond the one‐dimensional scale of entrepreneurs and non‐entrepreneurs is discussed.

Classifications of firms, for example the Miles and Snow typology, have been used successfully in numerous studies. Also, the resource‐based view of the firm has had a great impact on business research and there has been increasing interest in MSMEs. However, there are very few contemporary resource‐based taxonomies of MSMEs.

This paper aims to elaborate on current research on fourth party logistics “4PL” by offering a taxonomy that provides a deeper understanding of 4PL service offerings, thus drawing clear frontiers between existing 4PL business models.

The authors collected data using semi-structured interviews conducted with 60 logistics executives working in 44 “4PL” providers located in France. Using automatic analysis of textual data, the authors combined spatial visualisation, clustering analysis and hierarchical descending classification to generate the taxonomy.

Two key dimensions emerged, allowing the authors to clearly identify and distinguish four 4PL business models: the level of reliance on interpersonal relationships and the level of involvement in 4PL service offering. As a result, 4PL providers fall under one of the following business models in the taxonomy: (1) The Metronome, (2) The Architect, (3) The Nostalgic and (4) The Minimalist.

The study focuses on investigating 4PL providers located in France; thus, future studies should explore the classification of 4PL business models across different cultural contexts and social structures.

The findings offer valuable managerial insights for logistics executives and clients of 4PL to better orient their needs, the negotiations and the contracting process with 4PLs.

Using a Lexicometric analysis, the authors develop taxonomy of 4PL service providers based on empirical evidence from logistics executives; the work addresses the existing confusion regarding the conceptualisation of 4PL firms with other types of logistical providers and the role of in/formal interpersonal relationships in the logistical intermediation.

The European Union (EU) aims to become climate-neutral by 2050. Achieving this requires targeted measures and strategies. One of the instruments of the EU is the EU taxonomy, a classification system with the purpose of creating a common definition of what economic activities are deemed sustainable. The paper aims to examine how the EU taxonomy can affect the Norwegian construction industry, property owners and facilities management (FM) providers.

The research is based on a document analysis and interviews with main stakeholders within the financial sector, construction and real estate (RE) sector, authorities, environmental organisations and businesses related to FM and RE.

The findings show that different stakeholders share largely similar attitudes towards the taxonomy, although some differ in their opinions. This paper finds that there are high levels of uncertainty and confusion associated with the taxonomy, which can be said to be a major obstacle for successful implementation. Several stakeholders show concerns related to the fact that Norway lacks definitions and regulations on which the taxonomy is based. The requirements for new buildings and existing buildings are considered stricter than the current practice in the Norwegian construction and RE industry, while the requirements for renovation are considered more achievable. The uptake of the EU taxonomy will impact the FM and the urban FM practices and standards for the procurement of services, and the integration of environmental, social and governance (ESG) policies must be developed.

The research presented in this paper was conducted at a time when the EU taxonomy was a relatively unknown concept in the Norwegian construction and RE industry. FM providers were not interviewed in this study.

This research is one of the first studies to be conducted on this topic in Norway and represents the first meeting between the EU taxonomy and the industry. The discussion underpins the relevance of adjusting and updating FM standards to today’s knowledge about ESG principles.

The paper shows the viewpoint of the Norwegian stakeholders involved in the construction and RE industry. This gives valuable information about the challenges that the industry needs to overcome.

The purpose of this paper is to discuss and propose a taxonomy of approaches to the strategic planning of knowledge management (KM). The concept of KM strategy is relatively recent and has been developed based on the assumption that any KM programme requires the definition of long-term goals, resources and plans, i.e. a KM strategic planning. Empirical evidence shows that the conditions for the successful implementation of KM can change from a company to another and in relation to the external context, and this may call for different appropriate approaches to KM planning.

By drawing inspiration from the classic literature about strategic planning and combining it with the KM literature, a taxonomy of four possible approaches to KM strategic planning is developed. This taxonomy is based on the combination of two dimensions, namely: the nature (rational vs emergent) of the planning process, and the competitive factors (internal vs external) that drive the strategy formulation. Examples of companies, drawn from an analysis of recent case studies based on secondary data, are then provided, with the purpose to depict the features of each KM strategic planning approach, as well as asses the consistency and usefulness of the formulated taxonomy.

The analysis of available empirical data shows that the proposed taxonomy fits cases that can be found in real life. The two dimensions of KM strategic planning previously presented allow to highlight the differences in the behaviour of companies. This can provide important food for thought for strategic thinking applied to KM, and can also reinforce the link between KM and other areas of management.

The awareness that companies can follow different approaches to KM planning is important for executives that consider KM as a primary activity for their companies. In particular, in the case of an emergent KM strategy, managers should be able to recognize it, and, as far as possible, to align it with the company’s overall strategic goals.

To date, the literature has primarily focused on the definition of different types of KM strategies, while the process that can lead to the formulation of these strategies has been less studied. The paper aims to fill this gap by identifying, discussing and classifying different possible approaches to KM strategic planning that a company can adopt.

The purpose of this paper is to explore theoretically and empirically the understanding and implementation of an information taxonomy in the UN organization World Food Programme (WFP) by analysing users’ information behaviour and by establishing a minimum set of cross-silo metadata (taxonomy).

The study implies the use of both qualitative and quantitative methods. This includes desk review of key documents and interviews with information architecture staff from various WFP units; data collection carried out as semi-structured staff interviews in WFP; log analyses of search log-files from WFP intranet portal (WFPgo) from September to November 2013, the results were applied and a suggested taxonomy tested at workshops conducted for the staff in headquarters.

The results reveal an organization with a high demand for easier access to information and knowledge, greater internal collaborations and stronger links with various sources of knowledge. Staff participating in the various workshops pointed out that work processes as well as the human resources component cannot be left out of a solution development.

There has been little research carried out on current taxonomy projects in corporate environments and international emergency response organizations and few has touched on how knowledge organization systems can enhance or constrain staff’s ability to access online content.

This paper aims to review state‐of‐the‐art literature on typologies and taxonomies of operations strategy in order to propose generic operations strategies in industrial companies from a theoretical viewpoint.

Typologies and taxonomies are defined and characterised; both concepts delimit the generic configurations model. Then examine the state of the research on configuration analysis relating to operations strategy is examined. For this purpose articles published in 17 important journals in the field of production and operations management from the 1980s to the year 2006 are analysed.

This review allows one to identify three generic operations strategies commonly accepted in the literature.

This research deserves much more attention, both theoretical and empirical, in order to analyse the existing classifications and develop new classifications of operations strategy.

Knowledge of generic operations strategies may help managers to design and implement a strategy that allows their firm to exploit the full potential of its manufacturing resources, and to achieve better results. The literature review contributes to theory development and provides a means of understanding the strategic position of operations.

Despite considerable interest in research on configurations in the study of organisation and business strategy there has not been much effort to examine the current state or even the future development of generic configurations in the operations strategy field. This paper fills this gap.