As economies continue to evolve, knowledge is being recognized as a business asset and considered a crucial component of business strategy. The ability to manage knowledge is increasingly important for securing and maintaining organizational success and surviving in the knowledge economy. Knowledge Management Strategies for Business Developmentaddresses the relevance of knowledge management strategies for the advancement of organizations worldwide. This reference book supplies business practitioners, academicians, and researchers with comprehensive tools to systematically guide through a process that focuses on data gathering, analysis, and decision making. Section 1: Knowledge and Knowledge Management Conceptual Aspects
Chapter 1: Conceptual Theory: What Do You Know? Chapter 2: Relational Flexibility: How to Work with Labor Dynamism and Promote Knowledge Flow in Hospitality Chapter 3: Agile Alignment of Enterprise Execution Capabilities with Strategy Section 2: Knowledge Management Audit Chapter 4: KARMA-Knowledge Assessment Review and Management Audit Chapter 5: The Green Bay Chamber of Commerce: Foundation’s Foundation Chapter 6: A Model for Knowledge Management and Intellectual Capital Audits Carolina López-Nicolás, University of Murcia, Spain
Section 3: Organizational Knowledge Management Strategic Dilemmas Chapter 7: C3EEP Taxonomy: Knowledge Based Strategies Chapter 8: Linking Exploration and Exploitation Capabilities with the Process of Knowledge Development and with Organizational Facilitators Section 4: Knowledge Management Strategy Chapter 9: How Do We Get There: Strategy Action Framework–“Action Engine” Meir Russ, University of Wisconsin-Green Bay, USA
Chapter 10: Aurora Health Care: A Knowledge Management Strategy Case Study Chapter 11: Strategic Alliances and Knowledge Management Strategies: A Case Study Chapter 12: Creating and Delivering a Successful Knowledge Management Strategy Chapter 13: A Practical Approach for Aligning Business and Knowledge Strategies Section 5: Knowledge Management Functional Strategies Chapter 14: SMEs and Competitive Advantage: A Mix of Innovation, Marketing, and ICT: The Case of “Made in Italy” Chapter 15: Knowledge Management for an Effective Sales and Marketing Function Amit Karna, European Business School, Germany Ramendra Singh, Indian Institute of Management, India
Sanjay Verma, Indian Institute of Management, India
Chapter 16: The Implications of the Development and Implementation of CRM for Knowledge Management Chapter 17: Quality and Continuous Improvement in Knowledge Management Chapter 18: Translating Knowledge Management Practices into the Boundaries of Supply Chain

 

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