Use of analytic network process in selecting knowledge management strategies

Purpose – In order to maintain competitive advantage, companies need to have and manage successful knowledge management (KM) strategies which are difficult to imitate. However, various critical factors, such as determinants, dimensions, and enablers, which affect the evaluation of a successful KM strategy, have not been systematically investigated. The purpose of this paper is to bridge this gap by providing a good insight into the use of analytic network process (ANP) that is a multi‐criteria, decision‐making methodology in selecting an appropriate KM strategy.Design/methodology/approach – In this study, after the decision criteria of KM strategy are introduced, an ANP model is developed and applied to KM strategy selection problem as a framework to guide KM managers.Findings – First, the comprehensive ANP framework presents a roadmap for successfully selecting an appropriate KM strategy for Turkish manufacturing organizations. Second, as compared to the human‐oriented KM strategy (HKM) and system‐orient...

[1]  I. Nonaka,et al.  The Knowledge Creating Company , 2008 .

[2]  João Pedro Almeida Couto,et al.  Knowledge management: An overview of European reality , 2007 .

[3]  Martin Schulz,et al.  Codification and tacitness as knowledge management strategies: an empirical exploration , 2001 .

[4]  David A. Sewry,et al.  A theoretical framework for knowledge management implementation , 2002 .

[5]  Ronald Maier,et al.  Defining process-oriented knowledge management strategies , 2002 .

[6]  Manoj Kumar Tiwari,et al.  Analyzing alternatives in reverse logistics for end-of-life computers: ANP and balanced scorecard approach , 2005, Comput. Ind. Eng..

[7]  H. D. Thomas,et al.  SUCCESSFUL KNOWLEDGE MANAGEMENT PROJECTS , 1998 .

[8]  Ravi Shankar,et al.  Selection of logistics service provider: An analytic network process (ANP) approach , 2007 .

[9]  Jay Liebowitz,et al.  Knowledge management and its link to artificial intelligence , 2001, Expert Syst. Appl..

[10]  Albert H. Segars,et al.  Knowledge Management: An Organizational Capabilities Perspective , 2001, J. Manag. Inf. Syst..

[11]  Dorothy E. Leidner,et al.  Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues , 2001, MIS Q..

[12]  Heeseok Lee,et al.  Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination , 2003, J. Manag. Inf. Syst..

[13]  Jon-Arild Johannessen,et al.  Aspects of innovation theory based on knowledge-management , 1999 .

[14]  O. Bayazit,et al.  An analytical network process-based framework for successful total quality management (TQM): An assessment of Turkish manufacturing industry readiness , 2007 .

[15]  Joseph Sarkis,et al.  A Synergistic Framework for Evaluating Business Process Improvements , 2002 .

[16]  Heeseok Lee,et al.  An empirical investigation of KM styles and their effect on corporate performance , 2003, Inf. Manag..

[17]  Manoj Kumar Tiwari,et al.  Modeling the metrics of lean, agile and leagile supply chain: An ANP-based approach , 2006, Eur. J. Oper. Res..

[18]  Joseph G. Davis,et al.  Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach , 2008 .

[19]  S. Talluri,et al.  A Model for Strategic Supplier Selection , 2002 .

[20]  R. Shankar,et al.  On‐line trust building in e‐enabled supply chain , 2003 .

[21]  Markku Tuominen,et al.  A framework for group decision support systems: An application in the evaluation of information technology for logistics firms , 2006 .

[22]  K. D. Joshi,et al.  An investigation of factors that influence the management of knowledge in organizations , 2000, J. Strateg. Inf. Syst..

[23]  Heeseok Lee,et al.  Knowledge management strategy and its link to knowledge creation process , 2002, Expert Syst. Appl..

[24]  Young-Gul Kim,et al.  Knowledge strategy planning: methodology and case , 2003, Expert Syst. Appl..

[25]  C. Anumba,et al.  A CLEVER approach to selecting a knowledge management strategy , 2002 .

[26]  Jay Liebowitz,et al.  Aggressively pursuing knowledge management over 2 years: a case study at a US government organization , 2003 .

[27]  Kuan Yew Wong,et al.  Critical success factors for implementing knowledge management in small and medium enterprises , 2005, Ind. Manag. Data Syst..

[28]  Wei-Wen Wu,et al.  Selecting knowledge management strategies by using the analytic network process , 2007, Expert Syst. Appl..

[29]  Joseph Sarkis,et al.  Analyzing organizational project alternatives for agile manufacturing processes: An analytical network approach , 1999 .

[30]  Alok K. Chakrabarti,et al.  Technological learning, strategic flexibility, and new product development in the pharmaceutical industry , 1996 .

[31]  Young-Gul Kim,et al.  A stage model of organizational knowledge management: a latent content analysis , 2001, Expert Syst. Appl..

[32]  Kalevi Kyläheiko,et al.  An analytic approach to production capacity allocation and supply chain design , 2002 .

[33]  Michael H. Zack,et al.  Developing a Knowledge Strategy , 1999 .

[34]  Markku Tuominen,et al.  A decision aid in warehouse site selection , 1996 .

[35]  Maria Mårtensson,et al.  A critical review of knowledge management as a management tool , 2000, J. Knowl. Manag..

[36]  Shu-Hui Chuang,et al.  A resource-based perspective on knowledge management capability and competitive advantage: an empirical investigation , 2004 .

[37]  Varun Grover,et al.  General Perspectives on Knowledge Management: Fostering a Research Agenda , 2001, J. Manag. Inf. Syst..

[38]  Douglas C. West,et al.  Advertising knowledge management: strategies and implications , 2000 .

[39]  Thomas L. Saaty,et al.  Decision making with dependence and feedback : the analytic network process : the organization and prioritization of complexity , 1996 .

[40]  R. Hämäläinen,et al.  The analytic network process in energy policy planning , 1986 .

[41]  H. Keskin.  THE RELATIONSHIPS BETWEEN EXPLICIT AND TACIT ORIENTED KM STRATEGY, AND FIRM PERFORMANCE , 2005 .

[42]  Nina Helander,et al.  Knowledge management in different types of strategic SME networks , 2007 .

[43]  Jon-Arild Johannessen,et al.  Knowledge management and sustainable competitive advantages: The impact of dynamic contextual training , 2003, Int. J. Inf. Manag..

[44]  Fariborz Y. Partovi,et al.  Quality function deployment for the good of soccer , 2002, Eur. J. Oper. Res..

[45]  L. C. Leung,et al.  Implementing the balanced scorecard using the analytic hierarchy process & the analytic network process , 2006, J. Oper. Res. Soc..

[46]  J. Barney,et al.  Organizational Culture: Can It Be a Source of Sustained Competitive Advantage? , 1986 .

[47]  Joseph Sarkis,et al.  Evaluating environmentally conscious business practices , 1998, Eur. J. Oper. Res..

[48]  J. Jordan,et al.  Assessing your company's knowledge management style , 1997 .

[49]  B. Rubenstein-Montano,et al.  A systems thinking framework for knowledge management , 2001, Decis. Support Syst..

[50]  Carla O'Dell,et al.  Benchmarking unveils emerging knowledge management strategies , 1999 .

[51]  J. Liebowitz.  Key ingredients to the success of an organization's knowledge management strategy , 1999 .

[52]  Morten T. Hansen,et al.  What's your strategy for managing knowledge? , 1999, Harvard business review.

[53]  O. Bayazit.  Use of analytic network process in vendor selection decisions , 2006 .

[54]  Jay Liebowitz,et al.  A Knowledge Management Strategy for the Jason Organization*: A Case Study , 2004, J. Comput. Inf. Syst..

[55]  Fátima Guadamillas,et al.  A case study on the implementation of a knowledge management strategy oriented to innovation , 2002 .