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Knowledge management (KM) has become a key driver of organisational performance. The existing literature suggests that many organisations fail in their attempts to align their KM strategies with knowledge processes within their organisation. Based on the management literature on alignment, there is a gap in the understanding of how an organisation's KM strategy and KM processes in workgroups can be aligned. The purpose of this paper is to illustrate that alignment in terms of KM is important and underpins the improvement of KM processes in organisations.

A qualitative case study research approach was used to examine alignment between strategy and processes of knowledge in organisations. In total, three case organisations representing different industry sectors were chosen to examine how organisations align their KM strategies with workgroup knowledge processes.

This study proposes a Strategic‐Workgroup Alignment Framework that explains the key alignment enablers and different alignment approaches required to align KM strategy with workgroup KM processes in organisations.

The authors acknowledge the limitations of this paper. Although the proposed framework provides valuable insights with respect to different alignment approaches, it does not specify how each alignment approach can be assessed in terms of effectiveness and efficiency. As part of the alignment approaches, this study's focus was between strategy and processes of knowledge: further research could bring to light new alignment options of knowledge and the associated implications.

This study illustrates that organisations can improve the management of knowledge through alignment between KM strategies and KM processes. Such an improvement is also possible in the absence of a KM strategy emphasis, where alignment would require a deeper examination of workgroup knowledge processes. This study also identifies specific alignment enablers to align KM strategy and KM processes.

By providing interoperability users can be supported in sharing and reusing vocabularies and knowledge. Ontology alignment plays an important role in the context of semantic interoperability. Usually ontology alignment tools generate results that are difficult to understand or assess. In order to enable users to check and improve alignment results and to understand their consequences information visualization techniques are used. The purpose of this paper is to discuss the relevant quality aspects in ontology alignment as well as current activities and available tools.

Based on a literature study quality measures for ontology alignment identified and requirements for visual ontology alignment are defined. As a proof of concepts a prototype called AlViz was developed.

Information visualization offers appropriate methods for the assessment of ontology alignment results. Different levels of detail and overview help users to navigate and understand the alignments. The assessment of semi‐structured resources by users involves learning activities. The neighborhood of the entity under investigation bears relevant semantic information. Therefore, assessment may include crisscrossing acquisition of knowledge representations and their semantics.

Along a comprehensive framework alignment assessment tasks are identified and visualization tool is introduced and applied which aims at making ontology alignment results manageable and comprehensible.

This paper aims to deepen the understanding of resource integration for value co-creation within service-dominant logic (SDL), by drawing on key knowledge management (KM) concepts.

This conceptual study introduces three key KM concepts, namely, object, agent and context to SDL; thus, deepening the understanding of how resources are becoming when actors are engaged in co-creating value-in-context.

This paper extends understanding of actors’ uses of knowledge in their efforts to co-create value. Paradoxically, SDL takes a phenomenological approach to understanding value co-creation, whereas KM embraces a realist-phenomenological view. Emphasizing knowing rather than knowledge reveals that there is no object without an agent, no agency without context and no knowledge without value-alignment. Thus, the paper contributes to theorizing about resource integration through SDL by identifying the need for effective alignment between relevant objects, capable agents and meaningful contexts for value to emerge. The paper also contributes with four facilitators of object-agent-context alignment: tacit knowledge contextualization, collective sensemaking, shared values among engaged actors and feedback on alignment effectiveness.

It advances current conceptualizations of resource integration and value co-creation in SDL by paying explicit attention to a KM perspective.

This paper aims to propose a new three-dimensional (3D) fuzzy logic methodology to evaluate the level of misalignment between an enterprise’s knowledge and the knowledge management systems (KMSs) it adopts.

The proposed methodology was implemented by means of a field analysis based on semi-structured face-to-face interviews involving a sample of 61 small and medium enterprises (SMEs) operating in high-tech and/or complex industries.

The paper highlights that while there is generally a high level of misalignment between an enterprise’s knowledge and the KMSs adopted, there are also a broad variety of behaviours. The paper identifies a taxonomy able to bring together the various types of behaviour associated with how an enterprise’s knowledge is related to KMS selection. Specifically, four behaviour patterns were identified, and the enterprises were then categorised accordingly as being guideposts, practice laggards, tool laggards or latecomers.

The proposed taxonomy provides an operational tool that can be used by enterprises and policy makers alike. The paper shows how enterprises can use this tool to understand which category they belong to and support decision-making to introduce changes leading to improved levels of alignment. Policy makers, on the other hand, can use the proposed taxonomy to identify measures to support the competitiveness of local systems by improving management processes and knowledge sharing among enterprises.

The paper highlights the difficulties that SMEs experience in adopting KMSs that are truly aligned with their knowledge and proposes a methodology to improve alignment.

The present study aims to describe the micro-dynamics of decision-making that refer to knowledge translation pursued by organizational actors to see how they affect the travel of new ideas within the managerial practice of Project Portfolio Management (PPM). The study focuses on how the alignment of actors' meanings is reached at the organizational level and how they move towards a common direction by synthesizing information and negotiating meanings across the activities that constitute PPM. The study also investigates the intermediation function of information support systems in knowledge translation, which brokers information among those involved in the PPM practice.

This piece of research uses an inductive, qualitative research approach and a methodological combination of case study research and grounded theory to investigate and explore the processes of knowledge transfer and translation enacted by the organizational actors (both human and non-human) involved in innovation portfolio decision-making.

The findings of this research reveal the sequence of portfolio decision-making process that confirms that PPM occurs not only in a single hierarchical level or meeting, but that decisions are made across different organizational levels in a complex network of relationships where many actors are involved. We also show that the technological artefacts have an intermediate role in knowledge translation.

Despite referring to a single case study, the results discussed in this piece of research provides insightful evidence for academics and practitioners alike. In fact, the paper discusses organizational pre-alignment and alignment as a crucial enabler of knowledge transfer. Moreover, the intermediate role of an information support system is discussed.

Our study highlights the positive effect on actors' meaningful participation in PPM associated with the adoption of information support systems in PPM. Moreover, our results highlight the importance of considering a horizontal perspective in the decision-making process, so that knowledge translation occurs by leveraging on all the actors' breadth of experience and expertise.

This research emphasizes two organizational routines termed as decision- making preparation processes that were identified as key enablers of portfolio decision-making: cross-functional pre-alignment and an information support system.

The purpose of this study is to provide a systematic literature review on taxonomy alignment methods in information science to explore the common research pipeline and characteristics.

The authors implement a five-step systematic literature review process relating to taxonomy alignment. They take on a knowledge organization system (KOS) perspective, and specifically examining the level of KOS on “taxonomies.”

They synthesize the matching dimensions of 28 taxonomy alignment studies in terms of the taxonomy input, approach and output. In the input dimension, they develop three characteristics: tree shapes, variable names and symmetry; for approach: methodology, unit of matching, comparison type and relation type; for output: the number of merged solutions and whether original taxonomies are preserved in the solutions.

The main research implications of this study are threefold: (1) to enhance the understanding of the characteristics of a taxonomy alignment work; (2) to provide a novel categorization of taxonomy alignment approaches into natural language processing approach, logic-based approach and heuristic-based approach; (3) to provide a methodological guideline on the must-include characteristics for future taxonomy alignment research.

There is no existing comprehensive review on the alignment of “taxonomies”. Further, no other mapping survey research has discussed the comparison from a KOS perspective. Using a KOS lens is critical in understanding the broader picture of what other similar systems of organizations are, and enables us to define taxonomies more precisely.

Many studies have not fully explored the relationship between knowledge and information system strategies (ISS) and their overall impact on firm performance (FP). In an attempt to address this knowledge gap, this study draws on the dynamic capabilities view, and on recent literature on knowledge strategy planning (KSP), and examines the alignment between KSP and ISS to enable dynamic capabilities innovation capabilities (DCIC) to gain FP.

The survey examined empirical data from 234 Brazilian companies using the partial least squares path modeling to test the hypotheses proposed herein.

The empirical results confirmed that both KSP and ISS have a positive impact on DCIC. Furthermore, the results indicated that FP was positively impacted through DCIC. The results indicated that the alignment between KSP and ISS positively impacts DCIC and ultimately FP.

The data was collected from 234 Brazilian companies in a country classified as a developing economy. Future studies could investigate the impact of KSP and ISS on FP in developed economies. The practical implication of the study required managers to be knowledgeable about the value of alignment between KSP and IT capabilities involving more practitioners in the strategy-as-practice to create innovation capabilities and enhance FP.

This is one of the earliest studies that has investigated the relationships between KSP and ISS and their impact on FP within a developed economy context. The relationship between all constructs that have not been addressed previously contributes to extend the literature on KSP, ISS and dynamic capabilities view.

This study examines the impact of knowledge management capabilities on agility, adaptability and alignment (triple-A), drawing upon the nexus of the knowledge-based view and dynamic ambidexterity in the context of manufacturing industry in the USA. It also assesses the performance outcomes of triple-A capabilities in terms of operational and relational performance.

Path analysis was performed in this empirical study in the manufacturing industry.

The results show that knowledge management capabilities are conducive to the development of triple-A capabilities, which in turn lead to the improvement of operational and relational performance.

This study is grounded in the marriage of the knowledge-based view and dynamic ambidexterity to assess the combinative impact of knowledge management capabilities of knowledge acquisition and sharing through absorptive and desorptive capacities on agility and adaptability through knowledge exploration and alignment by knowledge exploitation in the pursuit of triple-A capabilities. This study unentangles the linkage between knowledge management capabilities and triple-As by theorizing the connection between absorptive/desorptive capacity and exploration/exploitation in terms of responsive and efficient supply chain respectively.

While scholarly attention has mainly focused on team-level or relational constructs for the success of team performance, understanding the inter-play between these two streams of research remains limited in digital transformation projects. Borrowing from social exchange theory, this study aims to explore the antecedents of team alignment leading to team performance with mediation effects of trust, commitment and customer–service provider relationship. The moderating role of relationship length was also examined.

Data was collected using a survey of 180 employees working on digital projects in B2B context, mostly in the Indo-Pacific region, specifically Singapore, Indonesia, Malaysia and India. Partial least squares method with multi-group analyses and bootstrapping method were used to analyze the data.

Findings show that customer control and team capability are the strongest antecedents of team alignment, and inter-play between the customer–provider relationship with team-level constructs is also significant. Relationship length has higher level of moderation impact on trust–team performance link compared to commitment–team performance relationship.

The study considers moderation impact of relationship length on trust, commitment and team performance but not other constructs. Also, gender ratio is skewed in the data set.

Digital transformation practitioners need to be aware of relational constructs (not only team-level constructs) when designing successful long-term digitalization strategies for organizations.

This study is one of the first to document the inter-play between team alignment and relational constructs (such as trust, commitment, and customer–service provider relationship), with moderation impact of relationship length leading to team performance in digital transformation projects.

Performance-based contracting (PBC) has been gaining popularity over the years. However, empirical studies investigating the impact of PBC features have been limited. The main purpose of this study is to investigate the effect of PBC features leading to quality investment that fosters financial benefits.

After examining the validity and reliability of scale items through confirmatory factor analysis, this study tested hypotheses using covariance-based structural equation modeling of survey data from 381 supply, logistics and operations managers.

The findings reveal the impact of PBC features (joint knowledge generation, goal congruence and incentive alignment) on financial benefits and the mediation impact of quality investment between these features and financial benefits. The upfront investment for quality enhancement was found facilitator of PBC features to achieve financial benefits. The findings also reveal the importance of collaborative communication and information sharing for knowledge generation that leads financial benefits through quality investment. This study shows that PBC governance strengthens the theory of relational view by empowering collaborative efforts and aligning goals and incentives within downstream suppliers for knowledge generation and quality enhancement.

An analysis of PBC features by industry would be very beneficial in differentiating between and more thoroughly understanding the commonalities and differences across various sectors. Investigating how these change across industries would also help identify any bias in PBC implementation.

This study illustrates that it will be practical and beneficial for suppliers to understand the major drivers of quality investment and the relationship between quality investment and the financial benefits of selecting PBC.

Unlike most previous studies, this research contributes to the literature in that it is one of the relatively few examples of empirical research on PBC features. Overall, the findings of this study will improve our understanding of how PBC features enhance upfront investment in quality and improve financial benefits.