Abstract
Recently, a great number of theoretical frameworks have been proposed to develop the linkages between knowledge management (KM) and organizational strategy. While there has been much theorizing and case study in the area, validated research models integrating KM strategy and information technology (IT) strategy for empirical testing of these theories have been scarce.
 
 It is thought that the rapid progress of IT has been provided a good solution to support KM practices. Choosing the proper ITs to fit with different KM strategies is critical for organizations. Effective KM activities require employing KM strategies, as well as IT, appropriately. That is, as long as the KM strategy has been determined within an organization, the IT strategy must be followed. In this present research, we try to develop and examine a research model for explaining the relationships between KM strategy, IT strategy, and their effects on performance. Empirical data for hypotheses testing are collected from top-ranked companies in Taiwan; yielding 161 valid samples. The findings showed that KM strategy has a positive direct effect upon IT strategy; KM strategy and IT strategy have significant positive effects upon KM performance and IT performance respectively, and then collectively, have the impact upon business performance. Finally, from the empirical data analysis, meaningful findings and conclusions are derived, and suggestions for future research are proposed and discussed.
Highlights
In the unpredictable and turbulent business operational environment, firms are facing severe challenges in the global environment
5.1 Key Findings and Discussion This present research subscribed to the call for the strategic orientation of knowledge management (KM) and information technology (IT) and to test their effects on performance
Consistent with the perspectives aforementioned, the emerging body of literature on KM depicts that co-aligned among properties of KM, units, relationships, and environment leads to superior organizational performance as well as KM and IT outcomes (Argote et al, 2003) than that of misalignment, and the relative effectiveness of the types varies with context
Summary
In the unpredictable and turbulent business operational environment, firms are facing severe challenges in the global environment. Knowledge has been considered as an important resource than other physical assets (e.g., land, capital and machines) (Drucker, 1993) which enables organizations to achieve faster learning and develop better decision-making processes In this complicating and rapidly changing business environment, Knowledge management (KM) is the organizational strategic practices and critical strategy to achieve sustainable competitive advantage (Alavi & Leidner, 1999; Davenport & Prusak, 1998; Grant, 1996; Johannessen & Olsen, 2003; Zack, 1999a) because KM strategy is an overall change process that focused on innovation, through its creation, transmission, and application (Cohen & Levinthal, 1990; Marques et al, 2017). As Ruggles (1998) argued, creating an intranet, data warehousing, knowledge repositories, ass.ccsenet.org
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