AbstractKnowledge has increasingly been viewed as a source of competitive advantage. KM is the process of creating value from the intangible assets of an enterprise. It deals with how best to leverage knowledge internally in the enterprise (in its individual employees, and the knowledge that gets built into its structures and systems) and externally to the customer and stakeholders. This study aims to investigate how do Knowledge Management Strategies influence the development of an organisation‟s strategies, and Could BSC be used to develop Strategic Knowledge Management Balanced System (KMBS) for strategic management.
Hence, this study is an exploratory investigation into the Strategic Knowledge Management (SKM) project based on an integrated approach. The thesis provides a theoretical theory through linking research and literature on Strategic Management (SM), Knowledge Management (KM), and Balance Scorecard (BSC). This is followed by an empirical investigation to understand how Strategic Knowledge Management system, processes and the critical factors identified are being addressed. To investigate this problem the research focuses on Strategic Management and Knowledge Management as practised in the Institute of Public Administration (IPA) in Saudi Arabia.
The research design was largely derived from Yin (2003). Multiple-case design was employed, with quantitative and qualitative data collection methods. Questionnaires were distributed to 238 employees in all IPA organisations. In addition, semi-structures personal interviews were conducted with the IPA leaders and senior managers to perform strategic management and Knowledge Management initiatives.
The resulting data is analysed at descriptive, exploratory and explanatory levels. The study focuses on factors that may critical and influence the development of a Strategic Knowledge Management in public sector in Saudi Arabia. The study identified 13 critical factors that must be carefully considered to ensure strategic KM success. The study divided these critical factors into four groups from different perspectives point views to Knowledge Management Strategies. These perspectives adequately capture focus of organisation‟s strategy and provide balance between external and internal knowledge, and explicit and tacit knowledge. On the basis of this research, the thesis concludes with a conceptual model of SKMBS designed to be valuable in providing a path for transferring to KM organisation if carefully applied. In addition, a road map which, once made, can offer a framework from for which a SKM could develop within IPA.
|Date of Award||Oct 2010|
|Supervisor||Christine Welch (Supervisor)|