Abstract
The basic objective of the paper is to reconcile the literature on knowledge management and supply Chain management in organizations. The paper build strategy formulation, the inputs to strategy formulation process are the results of evaluating e-business technology, the business environment, plus knowledge management and Supply-Chain management to dig out the important relationships and flows of activities. Theoretical relationships are enriched by the conclusions drawn from literature review. It includes Supply-Chain management and Knowledge management. By studying conceptual studies, we find that different components of Knowledge Management as Knowledge activities, Knowledge types, transformation of knowledge and technology have a significant positive effect in bringing strategies through transformation of knowledge into knowledge assets in organizations. The strategy diagram divides implementation into the technical and the business aspects.
Highlights
Rubinstein-Montano et al (2001) argued that many organizations are engaging in Knowledge management (KM) in order to leverage both within their organization and externally to their customers and suppliers
It discusses how information and communications technology (ICT) can be designed and deployed in order to reduce the costs of 2346 | P a g e transactions and to change the structure and dynamics of markets for products and services exchanged through ebusiness (Cordella, et al, 2011)
ICT refers to all the technology used to handle telecommunications, broadcast media, intelligent building management systems, audiovisual processing and transmission systems, and network-based control and monitoring functions
Summary
Rubinstein-Montano et al (2001) argued that many organizations are engaging in Knowledge management (KM) in order to leverage both within their organization and externally to their customers and suppliers. Chain Management is the integration of key business processes from end user through original suppliers that provides products, services, and information that add value for customers and other stakeholders (Lambert, et al, 1998). Joyce and Winch (2005) draws upon the emergent knowledge of e-business model together with traditional strategy theory to provide a simple integrating framework for the evaluation and assessment of business models for e-business. E-business has become a core theme at the heart of business strategy (Chang and Graham, 2012). The implementation of their e-business application can benefit from experience acquired from their KM practices (Habul et al 2012)
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