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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.

This paper aims to identify challenges and facilitating factors in interorganizational knowledge acquisition. For this purpose, the interorganizational settings of the Orange Line Metro Train System and Sustainable bus rapid transit (BRT) Corridor in Pakistan are examined.

This study uses an exploratory multiple case study approach. The empirical data encompasses semi-structured interviews and archival documents. Within and cross-case analyses are used for analyzing the data.

The findings identify challenges such as time pressure, knowledge hiding, finding credible information sources, organizational red tape and facilitating factors such as clear objectives, individual interest and personal commitment, and revisiting the organizational culture and environment in which interorganizational knowledge acquisition takes place.

By examining knowledge acquisition in interorganizational projects, this study contributes to the literature on knowledge-based theory.