Perhaps what I failed to emphasise in my previous post (Organisational Structure and Knoweledge Management) is the implication of KM strategy on organisational structure. A firm’s chosen KM strategy forms part of the broader corporate strategy. Since organisational structure should be designed to fit the chosen corporate strategy (among other things, of course), this also means that selecting a different KM strategy requires management to revisit its organisational structure.
Perhaps a common mistake among firms is when they try to implement a KM strategy using an incompatible organisational structure. This is probably why KM seems hard to implement. It’s like putting a standard issue Kia Pride in the F1 racing line-up. No matter how hard the driver pushes the gas pedal, success just won’t be his. I’m not saying that fixing the organisational structure will fix all KM problems, but it certainly is one candidate among the many possible things that a firm can improve to succeed in its KM initiatives.
The question still remains, how do we systematically analyse the plethora of factors to support a KM strategy? Configuration theory seems to hold the answer. Hopefully, I’ll be able to make better sense of this area in the next few weeks.