Imbalances in the political and economic environments, multi-lateralism and digitalization spawn varying dynamics for organisations (Jaishankar, 2020, Kim and Rhee, 2009; Petaraf and Bergen, 2003). Allied to this trend increasing emphasis on talent identification and retention, mobility and innovation that are critical enablers for knowledge economies in the 21st century (Drucker, 2001; Jaishankar, 2020) influence the knowledge dynamics in organisations. Perhaps the ongoing advancements in information and communication technologies (ICTs) foster the expansion of knowledge and create the need for its effective management and use in organisations than ever before. In this context, extant literature argue managers responsible for decision-making often have a fragmented understanding of strategic knowledge management in organisations (Edwards et al., 2003; Quintas et al., 1997; Venkitachalam and Willmott, 2015; Venkitachalam and Willmott, 2016; Venkitachalam and Willmott, 2017).
When focusing on dynamics factors like competition, leadership, organisational culture and politics, organisational design and size etc. can impact on how well knowledge (codified and tacit) is strategically managed to sustain competitiveness and performance (Venkitachalam and Willmott, 2015; Venkitachalam and Willmott, 2016; Venkitachalam and Willmott, 2017) of organisations in the marketplace.
Therefore, understanding and managing the dynamics of strategic knowledge management is important in the development and production of knowledge in organizations and this domain of research can offer the following research topics/questions (and not limited to):
-Theoretical discourse and development related to the dynamics of strategic knowledge
-How do different environmental factors (e.g. competition, organisational structure, organisational culture, leadership, technology innovation etc.) shape strategic knowledge management in organisations?
-What are the different strategic knowledge management approaches and practices in knowledge-based organisations (e.g. professional services, knowledge-intensive firms) and how do they contribute to performance?
-How is strategic knowledge management conceived and implemented in organisations?
-What is the role and use of knowledge codification in the strategic knowledge management of organisations?
-Importance and relevance of tacit knowledge in knowledge strategy development journey
-How do knowledge processes influence the knowledge strategy development of organisations?
References:
Drucker PF (2001). Management Challenges for the 21st Century. 1st edn. HarperBusiness Publishers. USA. 224 pgs.
Edwards J. Handzic M. Carlsson S. and Nissen M (2003). Knowledge management research and practice: visions and directions. Knowledge Management Research & Practice 1(1). pp. 49–60.
Kim T and Rhee M (2009). Exploration and exploitation: internal variety and environmental dynamism. Strategic Organization 7(1). 11–41.
Petaraf MA and Bergen ME (2003). Scanning dynamic competitive landscapes: a market-based and resource-based framework. Strategic Management Journal 24(10). pp. 1027–1041.
Quintas P. Lefrere P and Jones G (1997). Knowledge management: a strategic agenda. Long Range Planning 30(3). 385–391.
Jaishankar S (2020). The India Way: Strategies for an Uncertain World. HarperCollins Publishers. India. 240 pgs.
Venkitachalam K and Willmott H (2015). Factors shaping organizational dynamics in strategic knowledge management. Knowledge Management Research & Practice 13(3). pp. 344-359.
Venkitachalam K and Willmott H (2016). Determining strategic shifts between codification and personalization in operational environments. Journal of Strategy and Management 9(1). pp. 2-14.
Venkitachalam K and Willmott H (2017). Strategic knowledge management - insights and pitfalls. International Journal of Information Management 37(4). pp. 313-316.