Knowledge Management Research & Practice The dynamics of KM: From strategy to knowledge workers’ performance

Knowledge Management Research & Practice

Research dealing with Knowledge Management (KM) has grown exponentially during the past three decades and more. In this regard, extant literature comprehend various facets of KM and they include the following - the rationales/justifications for its rise in theory and practice; the relevant organizational conditions, structures, resources functions, processes and concerns;  its interfaces and relationships with different dimensions of organizational performance have increasingly appeared in several journals; and they have identified problems and possibilities concerning managing changes in organizational knowledge management. Furthermore, studies have also concluded that KM was then at a pre-science stage within its development life cycle as an academic discipline.

In recent times, fast-paced, disruptive business innovations and changing (volatile) markets have spawned varying environmental dynamics for organizations. Allied to this trend, there is increasing evidence of hyper-connectivity and talent mobility in knowledge economies in the 21st century that have significantly contributed to the changing knowledge dynamics in organizations. Likewise, the advancements in information and communication technologies (ICTs) have fostered the expansion of organizational knowledge raising the need for its effective management and use. In this context, extant literature argue that managers involved in decision making often have a limited understanding of strategic knowledge management in organizations. When considering environmental dynamics, factors like competition, culture, leadership, organizational size, emerging technologies (such as big data, analytics,.) can determine how well the dual forms of knowledge (i.e. both documented and undocumented) can be strategically managed in organizations. Therefore, the dynamics of knowledge management strategies play a vital role in the development and productivity (or performance) of knowledge workers in organizations.

The special issue will chart a new path in KM Research by focusing on the dynamics of KM across all levels from strategy and governance at the leadership-level, from structure to practices, processes and productivity at the operational-level within organizations. Clearly, this topic deserves full attention now as both KM research and practice grow in maturity. The special issue will be positioned to be an important milestone in KM literature by balancing the practical and the theoretical within the context of a rapidly evolving world of markets, business and competition, all having concurrent concerns of sustainable development. This special issue invites research contributions in this domain of knowledge management.

What can I contribute?

  • Influence of dynamics in competition, product and market diversification on knowledge codification, knowledge socialisation, KM strategies and firm productivity
  • Relationship between organizational size, structure and knowledge sharing/transfer strategy
  • Influence of technology innovation (e.g. big data, social media, cloud computing etc.) on codification and personalisation, KM strategy and knowledge worker productivity
  • Role of organizational politics and leadership in the management of KM strategies and knowledge workers
  • Role of organizational culture in strategic knowledge management
  • Dynamics of capabilities and strategic knowledge on knowledge worker productivity or performance

List of References:

Baskerville R and Dulipovici, A (2006). The Theoretical Foundations of Knowledge Management. Knowledge Management Research and Practice 4 (2): 83-105.
Börejson L and Löwstedt J (2017). Accomplish change or causing hesitance – Developing practices in professional service firms. Scandinavian Journal of Management 33(3): 185-194.
Casselman RM and Samson D (2007). Aligning knowledge strategy and knowledge capabilities. Technology Analysis & Strategic Management 19(1): 69–81.
Denford JS and Chan YE (2011). Knowledge strategy typologies: Defining dimensions and typologies. Knowledge Management Research and Practice 9 (2): 102–119.
Drucker PF (1999). Knowledge-worker productivity: the biggest challenge. California Management Review 41(2), 79-94.
Grant RM (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal 17(Winter Special Issue): 109–122.
Kim T and Rhee M (2009). Exploration and exploitation: internal variety and environmental dynamism. Strategic Organization 7(1): 11–41.
Kumar AJ and Ganesh LS (2011). Balancing knowledge strategy: codification and personalization during product development. Journal of Knowledge Management 15(1): 118-135.
Liebowitz J (1999). Key ingredients to the success of an organization’s knowledge management strategy. Knowledge and Process Management 6(1): 37–40.
Neeley TB and Leonardi PM (2017). Enacting knowledge strategy through social media: Passable trust and the paradox of non-work interactions. Strategic Management Journal 39(3): 922-946.
Ramírez YW and Nembhard DA (2004). Measuring knowledge worker productivity: A taxonomy. Journal of Intellectual Capital 5(4): 602-628.
Tsoukas H (1996). The firm as a distributed knowledge system: A constructionist approach. Strategic Management Journal 17: 11–25.
Venkitachalam K and Willmott H (2015). Factors shaping organizational dynamics in strategic knowledge management. Knowledge Management Research and Practice 13(3): 344–359.
Venkitachalam K and Ambrosini V (2017). A triadic link between knowledge management, information technology and business strategies. Knowledge Management Research and Practice 15(2): 192-200.
Venkitachalam K and Willmott H (2017). Strategic Knowledge Management – Insights and pitfalls. International Journal of Information Management 37(4): 313-316.
von Krogh G, Nonaka I and Aben M (2001). Making the most of your company’s knowledge: a strategic framework. Long Range Planning 34(4): 421–439.
Wang Z, Wang N, Cao J and Ye X (2016). The impact of intellectual capital – knowledge management strategy fit on firm performance. Management Decision 54(8): 1861-1885  

Dates for your diary

  • 10 July 2019 - Invite all authors to submit their papers to the KMRP submission system
  • 30 November 2019 - Submission deadline. Collected papers will be sent to reviewers
  • 15 February 2020 - Receive comments and suggestions from reviewers and pass them to the authors of papers including the acceptance/rejection of their papers
  • 30 March 2020 - Receive the revised versions of the papers
  • 15 April 2020 - Re-send the revised versions of the papers to the reviewers to verify that the authors have made the required changes
  • 30 May 2020 - Submission of final papers and the SI’s editorial

Editorial information

  • Principal Guest Editor: Krishna Venkitachalam, Stockholm University, Stockholm Business School Kräftriket, Albano Campus, SE - 10691 +46762556296 (venkitachalam@gmail.com)
  • Guest Editor: L.S. Ganesh, Indian Institute of Technology, Madras (lsg@iitm.ac.in)
  • Guest Editor: Jan Löwstedt, Stockholm University, Stockholm Business School (jan.lowstedt@sbs.su.se )