Knowledge Management Research & Practice

, Volume 9, Issue 4, pp 327–341 | Cite as

A model for assessing the coherence of companies’ knowledge strategy

  • Alberto F De Toni
  • Fabio NoninoEmail author
  • Matteo Pivetta


This paper proposes a strategic model for assessing the coherence between companies’ knowledge strategies and their business strategies as well as in their competitive and organisational contexts. In analysing knowledge management literature, we locate three principal strategies: (1) knowledge development (internal or external), (2) knowledge sharing (codification or personalisation) and (3) knowledge exploitation (internal or external). We then position the three strategies and six related policies in the context-content-process dimensions of Pettigrew's model to create a useful framework for strategic analysis and a model to assess the coherence of companies’ knowledge strategy. The model can be used to evaluate how an existing knowledge strategy aligns with a company's characteristics and to formulate and implement a coherent knowledge strategy based on the current competitive environment, organisational context and business strategy.


knowledge strategy business strategy strategic model knowledge development knowledge sharing knowledge exploitation 


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Copyright information

© Operational Research Society 2011

Authors and Affiliations

  • Alberto F De Toni
    • 1
  • Fabio Nonino
    • 2
    Email author
  • Matteo Pivetta
    • 3
  1. 1.University of UdineUdineItaly
  2. 2.Department of ComputerControl and Management Engineering, ‘Antonio Ruberti’ Sapienza University of RomeRomaItaly
  3. 3.Fair Play Consulting SrlPadovaItaly

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