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IFKAD 2017 Special Tracks

Dynamics in Strategic Knowledge Management (SKM)
Increasing globalization, mobility of knowledge workers, pace of innovation, hyper connectivity have all contributed to perpetual change in the environment of contemporary organizations (Drucker, 2001; Kim and Rhee, 2009; Petaraf and Bergen, 2003). In this backdrop, factors like market competition, technology emergence and development, organizational leadership and culture can play a significant role in determining the shifts in strategic management of knowledge (Edwards et al., 2003; Quintas et al., 1997; Venkitachalam and Willmott, 2015). When focusing on strategic knowledge management, organizations need to effectively and efficiently manage their undocumented and documented knowledge through personalization and codification strategies respectively. Extant literature has argued both codification and personalization should not be pursued (Hansen, Nohria and Tierney, 1999) at the same time to avoid ineffectiveness of organizational knowledge use. On the contrary, recent studies (Venkitachalam and Willmott, 2015) have confirmed that due to persistent environmental dynamics, executives need to recognize the importance of focusing on both strategies to realize better management of organizational knowledge. Otherwise, organizations can be faced with enormous wastage of resources and capital leading to corporate memory loss, knowledge reinvention, and dysfunctional processes of knowledge such as creation, transfer, use and application. Therefore, to uncover this increasingly central topic of strategic knowledge management within the context of the conference theme (i.e. role of knowledge management in the 21st century business landscape), this track welcomes contributions in the following areas:
  • How strategic knowledge management (i.e. codification and personalization) is managed in local and global organizations?
  • How do external and internal environmental dynamics (e.g. factors like market competition, technology innovation, organizational expansion, leadership and culture etc.) shape the strategic knowledge management of local and global organizations?
  • What are the lessons/practices linked to strategic knowledge management in knowledge-intensive organizations?
  • Are there best practices in strategic knowledge management (SKM), given the dynamic context faced by organizations?
  • Theoretical reflections on the existing literature and new conceptualizations of the role of dynamics in SKM of organizations?

Krishna Venkitachalam | Stockholm University, Sweden
John Powell | University of Exeter, United Kingdom