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Besides, some firm's characteristics as industry, national culture, size and age act as contingent factors. Personalisation strategy is predominant probably due to be more feasible in first KM stages.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p><jats:italic>Besides the increase of cases, business strategy could be introduced to explore relationships with KM instruments and strategy.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p><jats:italic>This study helps management to auto\u2010diagnosis its KM implementation and strategy<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p><jats:italic>Instead of sophisticated measures, KM strategy is revealed considering knowledge instruments use.<\/jats:italic><\/jats:p><\/jats:sec>","DOI":"10.1108\/13673270710738915","type":"journal-article","created":{"date-parts":[[2007,3,30]],"date-time":"2007-03-30T05:06:53Z","timestamp":1175231213000},"page":"60-72","source":"Crossref","is-referenced-by-count":54,"title":["Knowledge management strategy diagnosis from KM instruments use"],"prefix":"10.1108","volume":"11","author":[{"given":"Angel L.","family":"Mero\u00f1o\u2010Cerdan","sequence":"first","affiliation":[]},{"given":"Carolina","family":"Lopez\u2010Nicolas","sequence":"additional","affiliation":[]},{"given":"Ram\u00f3n","family":"Sabater\u2010S\u00e1nchez","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"unstructured":"Alavi, M. and Leidner, D. 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