Abstract: Failed knowledge management projects have one element in common: they fail to focus on the organization’s core business functions and instead choose functions that are easy or might produce ‘low-hanging fruit’. As a result, often even successful knowledge management projects add little value to the organization as they fail to address the pain
strategic alignment
Customer Knowledge Management Competencies
Abstract: The purpose of this research is to understand the way a CRM project implementation may contribute to the success of the project. The approach of Knowledge Management Strategic Alignment was used as a theoretical framework and a case study was realised for this end. The case study allowed exploring the role of customer
Knowledge management governance to drive strategy
Abstract: This paper investigates how Knowledge management (KM) governance drives the effective implementation of KM strategy in organizations. To this end, we analysed the survey evidence from 218 organizations from the perspective of KM governance, selection of techniques in the development and implementation of knowledge strategy and its alignment with business strategy. Based on