Knowledge-based strategies: a foundation of a typology

Meir Russ, Jeannette K. Jones and Robert Fineman

International Journal of Information Technology and Management, 2005, vol. 4, issue 2, 138-165

Abstract: Knowledge, besides being recognised as a business asset, is being considered a crucial component of business strategy. As a result, companies are investing heavily in Information Systems (IS) technologies. Unfortunately, very often the investments do not fulfill their expected returns. This paper embarks on the development of a typology of Knowledge-Based (KB) strategies to address this situation. Two alternative strategies were identified and a set of survey instruments was validated. The analysis showed that the strategies had a positive relationship to R&D and training and development investments and had a direct and indirect relationship with organisational outcomes. The research indicates that KB strategies are significantly related to all IS technologies studied. Evidence of reciprocal relationships between IS technologies and KB strategies was found for specific and different IS technologies. This may suggest that some technologies are more important for a specific KB strategy. The analysis also indicates that there is a significant relationship between business outcomes, KB strategies, and IS technologies in the case of earnings.

Keywords: knowledge-based strategy; typology; IS technologies; business strategy; information systems; knowledge management; information technology. (search for similar items in EconPapers)
Date: 2005
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijitma:v:4:y:2005:i:2:p:138-165

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