{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,13]],"date-time":"2026-03-13T15:36:04Z","timestamp":1773416164673,"version":"3.50.1"},"reference-count":52,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2013,5,24]],"date-time":"2013-05-24T00:00:00Z","timestamp":1369353600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2013,5,24]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p><jats:italic>Knowledge management (KM) has become a key driver of organisational performance. The existing literature suggests that many organisations fail in their attempts to align their KM strategies with knowledge processes within their organisation. Based on the management literature on alignment, there is a gap in the understanding of how an organisation's KM strategy and KM processes in workgroups can be aligned. The purpose of this paper is to illustrate that alignment in terms of KM is important and underpins the improvement of KM processes in organisations.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p><jats:italic>A qualitative case study research approach was used to examine alignment between strategy and processes of knowledge in organisations. In total, three case organisations representing different industry sectors were chosen to examine how organisations align their KM strategies with workgroup knowledge processes.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p><jats:italic>This study proposes a Strategic\u2010Workgroup Alignment Framework that explains the key alignment enablers and different alignment approaches required to align KM strategy with workgroup KM processes in organisations.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p><jats:italic>The authors acknowledge the limitations of this paper. Although the proposed framework provides valuable insights with respect to different alignment approaches, it does not specify how each alignment approach can be assessed in terms of effectiveness and efficiency. As part of the alignment approaches, this study's focus was between strategy and processes of knowledge: further research could bring to light new alignment options of knowledge and the associated implications.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p><jats:italic>This study illustrates that organisations can improve the management of knowledge through alignment between KM strategies and KM processes. Such an improvement is also possible in the absence of a KM strategy emphasis, where alignment would require a deeper examination of workgroup knowledge processes. This study also identifies specific alignment enablers to align KM strategy and KM processes.<\/jats:italic><\/jats:p><\/jats:sec>","DOI":"10.1108\/jkm-10-2012-0323","type":"journal-article","created":{"date-parts":[[2013,5,29]],"date-time":"2013-05-29T04:10:15Z","timestamp":1369800615000},"page":"331-346","source":"Crossref","is-referenced-by-count":59,"title":["Aligning strategies and processes in knowledge management: a framework"],"prefix":"10.1108","volume":"17","author":[{"given":"Rachelle","family":"Bosua","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Krishna","family":"Venkitachalam","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022020320442052000_b1","doi-asserted-by":"crossref","unstructured":"Adenfelt, M. and Lagerstr\u00f6m, K. (2005), \u201cEnabling knowledge creation and sharing in transnational projects\u201d, International Journal of Project Management, Vol. 24, pp. 191\u2010198.","DOI":"10.1016\/j.ijproman.2005.09.003"},{"key":"key2022020320442052000_b2","doi-asserted-by":"crossref","unstructured":"Alavi, M. and Leidner, D.E. (2001), \u201cReview: knowledge management and knowledge management systems: conceptual foundations and research issues\u201d, MIS Quarterly, Vol. 25 No. 1, pp. 107\u2010136.","DOI":"10.2307\/3250961"},{"key":"key2022020320442052000_b3","unstructured":"Andrews, K.R. (1971), The Concept of Corporate Strategy, Dow\u2010Jones Irwin, Illinois, IL."},{"key":"key2022020320442052000_b4","doi-asserted-by":"crossref","unstructured":"Arling, P.A. and Chun, M.W.S. (2011), \u201cFacilitating new knowledge creation and obtaining KM maturity\u201d, Journal of Knowledge Management, Vol. 15 No. 2, pp. 231\u2010250.","DOI":"10.1108\/13673271111119673"},{"key":"key2022020320442052000_b5","doi-asserted-by":"crossref","unstructured":"Baker, J., Jones, D., Cao, Q. and Song, J. (2011), \u201cConceptualizing the dynamic strategic alignment competency\u201d, Journal of the Association for Information Systems, Vol. 12 No. 4, pp. 299\u2010322.","DOI":"10.17705\/1jais.00265"},{"key":"key2022020320442052000_b6","doi-asserted-by":"crossref","unstructured":"Benbya, H. and McKelvey, B. (2006), \u201cUsing coevolutionary and complexity theories to improve IS alignment: a multi\u2010level approach\u201d, Journal of Information Technology, Vol. 21, pp. 284\u2010298.","DOI":"10.1057\/palgrave.jit.2000080"},{"key":"key2022020320442052000_b7","doi-asserted-by":"crossref","unstructured":"Bettiol, M., Di Maria, E. and Grandinetti, R. (2012), \u201cCodification and creativity: knowledge management strategies in KIBS\u201d, Journal of Knowledge Management, Vol. 16 No. 4, pp. 550\u2010562.","DOI":"10.1108\/13673271211246130"},{"key":"key2022020320442052000_b8","doi-asserted-by":"crossref","unstructured":"Blackler, F., Crump, N. and McDonald, S. (2000), \u201cOrganizing processes in complex activity systems\u201d, Organization, Vol. 7 No. 2, pp. 277\u2010300.","DOI":"10.1177\/135050840072005"},{"key":"key2022020320442052000_b9","doi-asserted-by":"crossref","unstructured":"Bosua, R. and Scheepers, R. (2007), \u201cTowards a model to explain knowledge sharing in complex organizational environments\u201d, Knowledge Management Research and Practice, Vol. 5 No. 2, pp. 93\u2010109.","DOI":"10.1057\/palgrave.kmrp.8500131"},{"key":"key2022020320442052000_b10","unstructured":"Brown, J.S. and Duguid, P. (2000), \u201cBalancing act: how to capture knowledge without killing it\u201d, Harvard Business Review, May\/June, pp. 4\u20107."},{"key":"key2022020320442052000_b11","unstructured":"Chan, Y.E. (2002), \u201cWhy haven't we mastered alignment? The importance of the information organization structure\u201d, MIS Quarterly Executive, Vol. 1 No. 2, pp. 97\u2010112."},{"key":"key2022020320442052000_b12","doi-asserted-by":"crossref","unstructured":"Choi, B. and Lee, H. (2002), \u201cKnowledge management strategy and its link to knowledge creation process\u201d, Expert Systems with Applications, Vol. 23, pp. 173\u2010187.","DOI":"10.1016\/S0957-4174(02)00038-6"},{"key":"key2022020320442052000_b13","doi-asserted-by":"crossref","unstructured":"Cook, S.D.N. and Brown, J.S. (1999), \u201cBridging epistemologies: the generative dance between organizational knowledge and organizational knowing\u201d, Organization Science, Vol. 10 No. 4, pp. 381\u2010400.","DOI":"10.1287\/orsc.10.4.381"},{"key":"key2022020320442052000_b14","unstructured":"Creswell, J. (2007), Qualitative Inquiry and Research Design: Choosing among Five Approaches, 2nd ed., Sage Publications, Thousand Oaks, CA."},{"key":"key2022020320442052000_b16","unstructured":"Cross, R., Parker, A. and Borgatti, S. (2005), \u201cA bird's\u2010eye view: using social network analysis to improve knowledge creation and sharing\u201d, IBM Institute for Knowledge\u2010based Organizations, Cambridge, MA, pp. 1\u201017."},{"key":"key2022020320442052000_b15","doi-asserted-by":"crossref","unstructured":"Cross, R., Laseter, T., Parker, A. and Velasquez, G. (2006), \u201cUsing social network analysis to improve communities of practice\u201d, California Management Review, Vol. 49 No. 1, pp. 32\u201060.","DOI":"10.2307\/41166370"},{"key":"key2022020320442052000_b17","unstructured":"Davenport, T. and Prusak, L. (1998), Working Knowledge: How Organisations Manage What They Know, Harvard Business School Press, Boston, MA."},{"key":"key2022020320442052000_b18","doi-asserted-by":"crossref","unstructured":"Denford, J.S. and Chan, Y.E. (2011), \u201cKnowledge strategy typologies: defining dimensions and relationships\u201d, Knowledge Management Research and Practice, Vol. 9, pp. 102\u2010119.","DOI":"10.1057\/kmrp.2011.7"},{"key":"key2022020320442052000_b19","doi-asserted-by":"crossref","unstructured":"Dosi, G. and Grazzi, M. (2010), \u201cOn the nature of technologies, knowledge procedures, artifacts and production inputs\u201d, Cambridge Journal of Economics, Vol. 34 No. 1, pp. 173\u2010184.","DOI":"10.1093\/cje\/bep041"},{"key":"key2022020320442052000_b20","doi-asserted-by":"crossref","unstructured":"Earl, M. (2001), \u201cKnowledge management strategies: towards a taxonomy\u201d, Journal of Management Information Systems, Vol. 18 No. 1, pp. 215\u2010233.","DOI":"10.1080\/07421222.2001.11045670"},{"key":"key2022020320442052000_b21","doi-asserted-by":"crossref","unstructured":"Eisenhardt, K.M. (1989), \u201cBuilding theories from case study research\u201d, Academy of Management Review, Vol. 14 No. 4, pp. 532\u2010550.","DOI":"10.5465\/amr.1989.4308385"},{"key":"key2022020320442052000_b22","doi-asserted-by":"crossref","unstructured":"Giere, R. and Moffat, B. (2003), \u201cDistributed cognition: where the cognitive and the social merge\u201d, Social Studies of Science, Vol. 33 No. 2, pp. 301\u2010310.","DOI":"10.1177\/03063127030332017"},{"key":"key2022020320442052000_b23","doi-asserted-by":"crossref","unstructured":"Haesli, A. and Boxall, P. (2005), \u201cWhen knowledge management meets HR strategy: an exploration of personalisation\u2010retention and codification\u2010recruitment configurations\u201d, International Journal of Human Resource Management, Vol. 16 No. 11, pp. 1955\u20101975.","DOI":"10.1080\/09585190500314680"},{"key":"key2022020320442052000_b24","unstructured":"Hansen, M.T., Nohria, N. and Tierney, T. (1999), \u201cWhat is your strategy for managing knowledge?\u201d, Harvard Business Review, Vol. 77 No. 2, pp. 106\u2010116."},{"key":"key2022020320442052000_b25","doi-asserted-by":"crossref","unstructured":"Hautala, J. (2011), \u201cCognitive proximity in international research groups\u201d, Journal of Knowledge Management, Vol. 15 No. 4, pp. 601\u2010624.","DOI":"10.1108\/13673271111151983"},{"key":"key2022020320442052000_b26","doi-asserted-by":"crossref","unstructured":"Henderson, J.C. and Venkatraman, N. (1993), \u201cStrategic alignment: leveraging information technology for transforming organizations\u201d, IBM Systems Journal, Vol. 32 Nos 2\/3, pp. 472\u2010484.","DOI":"10.1147\/sj.382.0472"},{"key":"key2022020320442052000_b27","doi-asserted-by":"crossref","unstructured":"Huysman, M. and Wulf, V. (2006), \u201cIT to support knowledge sharing in communities: towards a social capital analysis\u201d, Journal of Information Technology, Vol. 21, pp. 40\u201051.","DOI":"10.1057\/palgrave.jit.2000053"},{"key":"key2022020320442052000_b28","doi-asserted-by":"crossref","unstructured":"Iaquinto, B., Ison, R. and Faggian, R. (2011), \u201cCreating communities of practice: scoping purposeful design\u201d, Journal of Knowledge Management, Vol. 15 No. 1, pp. 4\u201021.","DOI":"10.1108\/13673271111108666"},{"key":"key2022020320442052000_b29","doi-asserted-by":"crossref","unstructured":"Ibarra, H. and Andrews, S.B. (1993), \u201cPower, social influence, and sense making: effects of network centrality and proximity on employee perceptions\u201d, Administrative Science Quarterly, Vol. 38 No. 2, pp. 277\u2010303.","DOI":"10.2307\/2393414"},{"key":"key2022020320442052000_b30","doi-asserted-by":"crossref","unstructured":"Jakubik, M. (2011), \u201cBecoming to know: shifting the knowledge creation paradigm\u201d, Journal of Knowledge Management, Vol. 15 No. 3, pp. 374\u2010402.","DOI":"10.1108\/13673271111137394"},{"key":"key2022020320442052000_b31","doi-asserted-by":"crossref","unstructured":"Jasimuddin, S., Klein, J. and Connell, C. (2005), \u201cThe paradox of using tacit and explicit knowledge: strategies to face dilemmas\u201d, Management Decision, Vol. 43 No. 1, pp. 102\u2010112.","DOI":"10.1108\/00251740510572515"},{"key":"key2022020320442052000_b32","doi-asserted-by":"crossref","unstructured":"Kumar, A.J. and Ganesh, L.S. (2011), \u201cBalancing knowledge strategy: codification and personalisation during product development\u201d, Journal of Knowledge Management, Vol. 15 No. 1, pp. 118\u2010135.","DOI":"10.1108\/13673271111108738"},{"key":"key2022020320442052000_b33","doi-asserted-by":"crossref","unstructured":"Lambe, P. (2011), \u201cThe unacknowledged parentage of knowledge management\u201d, Journal of Knowledge Management, Vol. 15 No. 2, pp. 175\u2010197.","DOI":"10.1108\/13673271111119646"},{"key":"key2022020320442052000_b36","doi-asserted-by":"crossref","unstructured":"McLure, M. and Faraj, S. (2005), \u201cWhy should I share? Examining social capital and knowledge contribution in electronic networks of practice\u201d, MIS Quarterly, Vol. 29 No. 1, pp. 35\u201058.","DOI":"10.2307\/25148667"},{"key":"key2022020320442052000_b34","doi-asserted-by":"crossref","unstructured":"Maier, R. and Remus, U. (2002), \u201cDefining process\u2010oriented knowledge management strategies\u201d, Knowledge and Process Management, Vol. 9 No. 2, pp. 103\u2010118.","DOI":"10.1002\/kpm.136"},{"key":"key2022020320442052000_b35","doi-asserted-by":"crossref","unstructured":"Malhotra, Y. (2004), \u201cWhy knowledge management systems fail? Enablers and constraints of knowledge management in human enterprises\u201d, in Koenig, M.E.D. and Srikantalan, T.K. (Eds), Knowledge Management Lessons Learned: What Works and What Doesn't, Information Today, Medford, NJ, pp. 87\u2010112.","DOI":"10.1007\/978-3-540-24746-3_30"},{"key":"key2022020320442052000_b37","doi-asserted-by":"crossref","unstructured":"Mishra, A.B. and Bhaskar, U. (2011), \u201cKnowledge management process in two learning organisations\u201d, Journal of Knowledge Management, Vol. 15 No. 2, pp. 344\u2010359.","DOI":"10.1108\/13673271111119736"},{"key":"key2022020320442052000_b39","doi-asserted-by":"crossref","unstructured":"Nonaka, I. and Toyama, R. (2003), \u201cThe knowledge\u2010creating theory revisited: knowledge creation as a synthesizing process\u201d, Knowledge Management Research and Practice, Vol. 1 No. 1, pp. 2\u201010.","DOI":"10.1057\/palgrave.kmrp.8500001"},{"key":"key2022020320442052000_b40","unstructured":"Patton, S. (2005), \u201cWho knows whom, and how knows what? How social network analysis can unlock your hidden information assets\u201d, CIO: The Magazine for Information Executives, July, pp. 42\u201045."},{"key":"key2022020320442052000_b41","doi-asserted-by":"crossref","unstructured":"Pinho, I., Rego, A. and Cunha, M. (2012), \u201cImproving knowledge management processes: a hybrid positive approach\u201d, Journal of Knowledge Management, Vol. 16 No. 2, pp. 215\u2010242.","DOI":"10.1108\/13673271211218834"},{"key":"key2022020320442052000_b42","unstructured":"Polanyi, M. (1967), The Tacit Dimension, Routledge and Kegan Paul, London."},{"key":"key2022020320442052000_b43","doi-asserted-by":"crossref","unstructured":"Scheepers, R., Venkitachalam, K. and Gibbs, M. (2004), \u201cKnowledge strategy in organisations: refining the model of Hansen, Nohria and Tierney\u201d, The Journal of Strategic Information Systems, Vol. 13 No. 3, pp. 201\u2010222.","DOI":"10.1016\/j.jsis.2004.08.003"},{"key":"key2022020320442052000_b44","doi-asserted-by":"crossref","unstructured":"Schiuma, G. (2012), \u201cManaging knowledge for business performance improvement\u201d, Journal of Knowledge Management, Vol. 16 No. 4, pp. 515\u2010522.","DOI":"10.1108\/13673271211246103"},{"key":"key2022020320442052000_b45","doi-asserted-by":"crossref","unstructured":"Smedlund, A. (2008), \u201cThe knowledge system of a firm: social capital for explicit, tacit and potential knowledge\u201d, Journal of Knowledge Management, Vol. 12 No. 1, pp. 63\u201077.","DOI":"10.1108\/13673270810852395"},{"key":"key2022020320442052000_b46","doi-asserted-by":"crossref","unstructured":"Swan, J., Newell, S., Scarborough, H. and Hislop, D. (1999), \u201cKnowledge management and innovation: networks and networking\u201d, Journal of Knowledge Management, Vol. 3 No. 4, pp. 262\u2010275.","DOI":"10.1108\/13673279910304014"},{"key":"key2022020320442052000_b47","doi-asserted-by":"crossref","unstructured":"Tallon, P. and Pinsonneault, A. (2011), \u201cCompeting perspectives on the link between strategic information technology alignment and organizational agility: insights from a mediation model\u201d, MIS Quarterly, Vol. 35 No. 2, pp. 463\u2010486.","DOI":"10.2307\/23044052"},{"key":"key2022020320442052000_b48","doi-asserted-by":"crossref","unstructured":"Tsoukas, H. (2009), \u201cA dialogical approach to the creation of new knowledge in organizations\u201d, Organization Science, Vol. 20 No. 6, pp. 941\u2010957.","DOI":"10.1287\/orsc.1090.0435"},{"key":"key2022020320442052000_b49","doi-asserted-by":"crossref","unstructured":"Venkitachalam, K. and Busch, P. (2012), \u201cTacit knowledge: review and possible research directions\u201d, Journal of Knowledge Management, Vol. 16 No. 2, pp. 357\u2010372.","DOI":"10.1108\/13673271211218915"},{"key":"key2022020320442052000_b50","doi-asserted-by":"crossref","unstructured":"Weick, K.E., Sutcliffe, K.M. and Obstfeld, D. (2005), \u201cOrganizing and the process of sensemaking\u201d, Organization Science, Vol. 16 No. 4, pp. 409\u2010421.","DOI":"10.1287\/orsc.1050.0133"},{"key":"key2022020320442052000_b51","doi-asserted-by":"crossref","unstructured":"Yayla, A. and Hu, Q. (2012), \u201cThe impact of IT\u2010business strategic alignment on firm performance in a developing country setting: exploring moderating roles of environmental uncertainty and strategic orientation\u201d, European Journal of Information Systems, Vol. 21 No. 4, pp. 373\u2010387.","DOI":"10.1057\/ejis.2011.52"},{"key":"key2022020320442052000_b52","unstructured":"Yin, R.K. (2009), Case Study Research: Design and Methods, Sage Publications, Thousand Oaks, CA."},{"key":"key2022020320442052000_b53","doi-asserted-by":"crossref","unstructured":"Zack, M.H. (1999), \u201cDeveloping a knowledge strategy\u201d, California Management Review, Vol. 41 No. 3, pp. 125\u2010145.","DOI":"10.2307\/41166000"}],"container-title":["Journal of Knowledge Management"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/JKM-10-2012-0323","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/JKM-10-2012-0323\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/JKM-10-2012-0323\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,24]],"date-time":"2025-07-24T22:27:37Z","timestamp":1753396057000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/jkm\/article\/17\/3\/331-346\/268179"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2013,5,24]]},"references-count":52,"journal-issue":{"issue":"3","published-print":{"date-parts":[[2013,5,24]]}},"alternative-id":["10.1108\/JKM-10-2012-0323"],"URL":"https:\/\/doi.org\/10.1108\/jkm-10-2012-0323","relation":{},"ISSN":["1367-3270"],"issn-type":[{"value":"1367-3270","type":"print"}],"subject":[],"published":{"date-parts":[[2013,5,24]]}}}