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Knowledge Chain Activity Classes: Impacts on Competitiveness and the Importance of Technology Support

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  • Clyde W. Holsapple

    (The University of Kentucky, USA)

  • Kiku G. Jones

    (The University of Tulsa, USA)

Abstract

Just as Porter’s value chain model identifies classes of business activity that can be performed in ways that contribute to a firm’s competitiveness, the knowledge chain model contends there are classes of knowledge management (KM) activity that can be performed in ways that enhance firm competitiveness. These KM activities pervade the value chain, being inherent in the implementation of each value chain activity. Derived from a collaboratively engineered ontology of knowledge management, the knowledge chain model is supported by anecdotal evidence and a survey has found support for the propositions that its activity classes are linked to enhanced productivity, agility, innovation, and reputation. Here, we present a study of leaders of KM initiatives that examines each of the nine knowledge chain classes in terms of its competitive impact and the extent to which its positive impact on competitiveness is associated with the importance of technology in performing activities within that class. The study provides confirming evidence that each of the knowledge chain activity classes can be performed in ways that contribute to competitiveness. Moreover, we find that for five of the activity classes there is a significant positive correlation between impact on competitiveness and the importance of computer-based technology in implementing the class’s activities.

Suggested Citation

  • Clyde W. Holsapple & Kiku G. Jones, 2007. "Knowledge Chain Activity Classes: Impacts on Competitiveness and the Importance of Technology Support," International Journal of Knowledge Management (IJKM), IGI Global, vol. 3(3), pages 26-45, July.
    • Handle: RePEc:igg:jkm000:v:3:y:2007:i:3:p:26-45
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