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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.

Knowledge strategy and its planning are affected by uncertainty and environmental turbulence. This paper aims to discuss these issues and present knowledge strategy planning as an integrated approach for facing these conditions.

Based on an extensive survey and an original re-elaboration of the literature, the paper addresses these research questions: What is the meaning of knowledge strategy, and how can it be related to concepts such as strategic thinking, business strategy and knowledge management (KM) in organizations? What are the limitations of a pure rational approach to knowledge strategy in turbulent environments and under uncertainty? and What approaches can be consequently proposed to formulate knowledge strategies?

The study provides a critical reading of the current literature. Also, it proposes an integrated approach that sees planning as a continuous effort of learning and adaptation to needs and opportunities that dynamically emerge from daily practices.

The proposed framework can inspire a new research agenda to detect how knowledge strategies are planned in companies and how they are continuously adapted on the basis of a dialog between rational contributions and perceptions of reality, practical views, intuitions and emotions. This can also inspire a new agenda for company strategists and KM professionals.

In the literature, little attention has been devoted to knowledge strategy planning. The paper contributes to fill this gap and proposes a new way to see knowledge strategy as an integration of rational thinking and dynamic learning.

Today, knowledge extraction and sharing in the organizations have been positioned as one of the most significant managers’ priorities. However, despite huge investments in knowledge management (KM) area, the failure rates of these projects are high. One of the main reasons for these failures is the lack of a roadmap and a methodology for KM strategic planning which assist organizations to develop an integrated and aligned plan with business strategies which eventually reduces project’s failure rate. Yet, despite the extension of KM domain, little studies were conducted on strategic topics and especially KM strategic planning. Therefore, the purpose of this study is to offer an integrated methodology for KM strategic planning.

This study introduces a methodology for KM strategic planning by using the mixed methods. At the first stage, along with a comprehensive literature review, some semi-structured interviews with KM experts were conducted and the obtained data have been analyzed using the thematic analysis. After that, a survey is conducted to validate the extracted dimensions and activities of the proposed methodology via experts’ viewpoints.

The results of this study indicate that the main phases of the KM strategic planning methodology are as follows: strategic review, strategic orientation, implementation and evaluation. In the proposed methodology, main phases along with their related activities and their implementation order are presented as a roadmap for applying KM initiatives strategically.

In KM planning strategically, all phases of strategic management along with their related activities must be considered simultaneously. The proposed methodology can assist KM policy-makers to identify and guide KM initiatives as well as to perform appropriate actions for progress. This study tries to develop a coherent roadmap for knowledge initiatives by a strategic approach.

One of the major reasons for the failure of many KM projects is the absence of a strategic planning methodology. A review of the KM literature shows that there are few studies, which adequately integrate strategic KM planning process, yet most researchers view KM planning as the most difficult and complex part of KM implementation process. This study aims to introduce a novel methodology to KM strategic planning comprehensively. The main contribution of this study is to develop a new integrated methodology for strategic planning that considers the strategy formulation aspects along with strategy execution and control aspects, synchronously.

The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa.

A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David.

A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage.

Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations.

Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation.

Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective.

This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

KM governance plays a vital role in KM strategy planning and its implementation. Despite the importance of KM governance, empirical research in this area so far has been limited. This research seeks to show how a federated and self‐governance framework enabled effective KM strategy planning and implementation in a captive offshoring unit in India.

The approach takes the form of an in‐depth study of KM strategy planning and implementation process in a captive offshore unit of a leading financial services company, using the case research method.

The research shows that a KM program, driven by a federated governance for strategizing and a self‐governance for implementation, results in successful adoption, practice and sustenance of organization‐wide KM. In addition, self‐governance has also helped the organization to achieve an efficient single‐person‐driven KM function to manage the entire KM program. KM function should be reporting to a governance committee (chosen from across the business units of the organization) rather than a single leadership position.

The findings are based on a study of a single organization and therefore it may have limitations in its applicability in other settings. However, it brings out the importance of federated and self‐governance in effective and efficient KM strategy planning and implementation. A KM council, comprising the CEO, BU heads, and the CKO to spearhead the entire strategy planning helps in successful KM strategy implementation. It suggests that the commitment of senior management and functional managers can be achieved by suitably linking their contribution to KM with their goals and KRAs.

To make the KM program successful, organization‐wide KM governance has to precede strategy. The research shows how the Balanced Score Card may be used to align KM initiatives with the business strategy. Ownership among the senior managers and heads of business units can be achieved by making their contribution to KM part of their KRAs. The KM head (CKO) should be reporting to the governance committee rather than a single leadership position.

The research paper provides both theoretical and practical insights into how federated and self‐governance as an approach for KM governance enables effective and efficient KM strategy planning and implementation.

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.

The purpose of the present study is to establish the emerging trend of studies on knowledge management (KM) strategy from 2007 to 2021 and identify the most studied constructs, methodologies used and gaps, thereby suggesting future directions.

Guided by items on the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) framework, the study analyzed 46 articles published within the 15 years under review.

An upward trend in KM strategy studies published from 2007 to 2021 emerged, indicating researchers' growing interest in the topic. Further, the studies reaffirmed the essence of having a KM strategy alongside other functional strategies for an organization's outstanding performance. Key KM strategy antecedents were identified: resource availability, communication, business environment, stakeholder participation, organizational culture and incentives. The need to align the KM strategy and other functional strategies with the overall business strategy was also established as critical. Finally, gaps in study methodologies and extant literature were identified, leading to suggestions for future directions.

The study provides valuable insights regarding the emerging trend of studies on KM strategy over the 15 years, identification of methodologies used in the studies and the most studied constructs. To this effect, the study's uniqueness lies in the identified gaps and recommendations made for future research directions as it strives to bridge the identified gaps.

The primary purpose of this study is to examine the effect that information system capability had on e‐business information technology (IT) implementation strategy; and to understand how the quality of the implementation process for IT strategy could affect e‐business performance.

This study performed a survey of chief information officers from 1,000 major firms in Taiwan. Structural equation modelling (SEM) was used to test for the validity of research hypotheses.

Results showed that the capability of information systems could have a direct and significant effect on the quality of IT strategy implementation, and how the quality of this process could affect e‐business performance.

Every organization hopes to improve corporate competitiveness and transform its enterprise through the effective implementation of IT strategy. This study examined how information systems capability could affect the implementation of enterprise IT strategy. However, since large firms in Taiwan are the primary research subjects of this study, the conclusions may not be applicable to enterprises in different countries or cultures. Future studies could examine the subject from the three aspects of technology, organization, and environment to understand the effect that each of these aspects has on e‐business information systems capability.

With the rapid development of information technology, the introduction of innovative strategy dealing with IT has become an important topic of research, and has become a focus in the era of e‐business. As a result, organizations feel it is important to discover the shortcomings in information system capability factors that must be improved from the individual, group, or organization levels, and develop appropriate implementation frameworks for IT strategy based on this foundation.

This study uses empirical analysis to examine the effect that the capability of information systems has on the quality of implementation of IT strategy. A compilation of relevant literature showed that most studies have focused on conceptual frameworks or have examined the question of IT strategy from the level of technology. Few studies have examined the effect that information system capability has on IT implementation strategy. Therefore, the results and findings of this study could provide an important reference for IT strategy implementation, in the era of e‐business.

The manner in which a business strategy was formulated ten or even as little as five years ago, no longer applies. This phenomenon can to a great extent be attributed to a shift in the strategic importance of information and knowledge. The aim of this paper is to supply strategic thinkers with a holistic “bird’s eye view” of the interdependency between strategic management and strategic knowledge management. By analyzing the different perspectives with regard to strategy formulation from a business point of view, as well as a knowledge management perspective, a generic model incorporating knowledge management strategy formulation within business strategy formulation has been developed.