Knowledge Management Strategies for Business Development

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 Development addresses 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.

About Author:

Meir Russ received his PhD from The Ohio State University in strategic management, entrepreneurship, and international business. He also has an MBA and a BScEE from Tel Aviv University. He is currently an associate professor with the University of Wisconsin, Green Bay. Dr. Russ currently teaches undergraduate and graduate classes in management and marketing. He also teaches a strategic emergency preparedness, planning and implementation class in the certificate for emergency management Master of Administrative Science Program at UW-GB. His research interests include knowledge-based strategies, the use of knowledge management for hospital preparedness and the new-knowledge based economic development, among others. In addition to his academic focus, Dr. Russ serves in a consulting capacity with a number of multinational companies in the area of global strategic management and knowledge management.

Table of Contents:

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

-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