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Knowledge Management’s Strategic Dilemmas Typology

Knowledge Management’s Strategic Dilemmas Typology

Copyright: © 2011 |Pages: 18
ISBN13: 9781599049311|ISBN10: 1599049317|EISBN13: 9781599049328
DOI: 10.4018/978-1-59904-931-1.ch078
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MLA

. "Knowledge Management’s Strategic Dilemmas Typology." Encyclopedia of Knowledge Management, Second Edition, edited by David Schwartz and Dov Te'eni, IGI Global, 2011, pp. 804-821. https://doi.org/10.4018/978-1-59904-931-1.ch078

APA

. (2011). Knowledge Management’s Strategic Dilemmas Typology. In D. Schwartz & D. Te'eni (Eds.), Encyclopedia of Knowledge Management, Second Edition (pp. 804-821). IGI Global. https://doi.org/10.4018/978-1-59904-931-1.ch078

Chicago

. "Knowledge Management’s Strategic Dilemmas Typology." In Encyclopedia of Knowledge Management, Second Edition, edited by David Schwartz and Dov Te'eni, 804-821. Hershey, PA: IGI Global, 2011. https://doi.org/10.4018/978-1-59904-931-1.ch078

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Abstract

We proposed to frame the discussion of Knowledge Management (KM) strategies by six basic strategic dilemmas that challenge companies and managers. The six dilemmas are: Codification-Tacitness; Complementary-Destroying; Concealment-Transparent; External Acquisition-Internal Development; Exploration-Exploitation; and Product-Process. Our research suggests that companies are using these dimensions even if they do not have an explicit KM strategy, in the context of their business strategies. The findings also suggest that companies use a sophisticated set of choices for each dimension. The framework of the KM strategic dilemmas was validated in two different types of environments: business, and Knowledge-Based Systems (KBS) life cycle contexts. Based on these dilemmas (C3EEP for short) we developed a framework for KM strategy that companies can use to guide their strategic decision making. The article will summarize the six dilemmas, present two illustrations of application, and future research opportunities will be identified.

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