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Organizational Barriers and Facilitators in Embedding Knowledge Strategy
Abstract
The knowledge that exists within organizations is a sustainable source of competitive advantage. This makes knowledge management a strategic imperative for all. Much has been written on the subject of Knowledge Management (KM), strategy development, and implementation. There are numerous approaches one can take to develop a successful strategy, and there is no one right or wrong way. What ultimately constitutes a successful KM strategy? One that is signed off by management, is resourced, and is allowed to be implemented. Once that is achieved, then one can make all the adjustments needed to ensure strategic alignment with organizational strategy. The value of a KM strategy comes when the strategy is resourced, implemented, and the organization begins to realize the benefits. That is possible only when there is a unified understanding of the organizational barriers and facilitators in embedding knowledge strategy with organizational strategy for successful goal attainment. The objective of this study is to aid researchers in recognizing and understanding the organizational barriers and facilitators in embedding knowledge strategy. This would be indispensable for successful goal attainment in a modern complex economy.
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