Differentiating KMS Strategy from Business Strategy, KM Strategy and IS/IT Strategy

The era of the new millennium has witnessed a wide range of the revolutionized technology that affects our lives and the way an organization is conducted. The contemporary business sectors start to recognize the potential use of knowledge management in the new organizational processes. As a result, increasing numbers of organizations pay attention to the creative value of leveraging knowledge as one of their potential assets. Therefore, organizations start to focus on knowledge as one of the important elements in competitive advantage that needs to be utilized efficiently and effectively. They have shown a great attention of knowledge management in their business strategy incorporated with technology. The role of technological tools and applications is essential in supporting and enhancing knowledge management strategy. There has been a transition from traditional information system to new a concept of knowledge management system employed by organization to sustain competitive advantage in dynamic and unstable environment. Further, to shift the paradigm of knowledge management systems concept from business sectors, this study focused on the KMS applications and tools particularly in Institutions of Higher Education (IHE) environment. The purpose of this study is to (a) identify the relationship of business strategy, knowledge management (KM) Strategy, knowledge management systems (KMS) strategy, information system (IS) strategy and information technology (IT) strategy, particularly in the context of IHE, (b) describe those strategies and their relationship based on the context of IHE. This will provide guidance and effective methods for formulating the KMS strategy with the aim to align it with business strategies and ensuring success of its implementation

Business strategy and earnings quality

ABSTRACT: Using the Miles and Snow (1978) strategy typology, this study investigates whether business strategy is associated with the quality of reported earnings. In a sample of U.S. listed firms, we predict and find that defender strategy firms are associated with higher levels of earnings management and prospector-strategy firms are associated with higher levels of accounting conservatism. However, this relation between business strategy and earnings quality is altered during high and low economic growth periods. In high-growth periods, while prospector firms exhibit lesser accounting conservatism, defender firms exhibit lesser earning management. In low-growth periods, the prospector firms become more conservative in reporting while the defender firms engage in more aggressive earnings management. Our findings provide direct evidence of the link between business strategy and earnings quality

Managing strategy through business process

The work presented in this paper, following an in depth review of literature, developed a set of requirements for a Dynamic Strategy Management Process. Having evaluated the existing strategy management frameworks, models, methodologies, tools and techniques, the research concluded that although all approaches reviewed collectively met all the requirements, individually none of the approaches fulfilled all of these requirements. To fulfil these dynamic strategy management process requirements, PROPHESY (Process Oriented Performance Headed Strategy) was developed. The paper describes in some detail, the evaluation of the PROPHESY process and demonstrates its application through a case study. The paper concludes that strategy should focus on creating value that is independent for each business unit. This means developing horizontal strategies that have objectives of co-ordinating business processes and developing objectives that encourage the sharing of resources and skills

The integration approach: Integrating technology strategy with business strategy in the airline industry

Technology has emerged as a key component in solving complex strategic issues. Much of the relevant literature recognises technology as the driving force behind the fast rate of change in many markets. Consequently, organisations are becoming increasingly dependent on advanced technology to improve their performance. At the same time organisations need to be extremely flexible in order to meet the demands of customers quickly, accurately and cost-effectively. To benefit from the potential of technology in highly dynamic environments, there is a need to integrate technology strategy with business strategy. This research explores the integration between technology strategy and business strategy in the airline industry. The literature on technology, technology strategy, corporate strategy, business strategy, competitive advantage and the integration of technology strategy with business strategy is critically evaluated and shortcomings of the literature are identified. The literature review was evaluated and identifies gaps and possible future directions. This indicated a need for a systematic way of linking technology and business strategies. Thus an Integration Model is proposed consisting of three stages involving business strategy, competitive strategy and technology strategy. The literature review and the Integration Model identified the importance of technology assessment in formulating a technology strategy and the need for a supportive tool to aid this process

An E-business Strategy

On the last decade the integration of e-business into organizations has increased, but there are still difficulties during this process. In the present environment any organization must include into their business plan the possibility of identifying the e-business integration method, the implementation cost, and the expected results. The article's aim is to analyze the necessary means and steps in e-business integration into the business plan of an organization.e-business, e-strategy, business plan, digital economy

Business strategy and business history : a review and prospectus

School of Managemen

An investigation of aligning project management to business strategy: A review and conceptual framework

Copyright (C) 2011/12 ISEing.This paper discusses in depth the factors that lead to misalignment between the project management and the business strategy by investigating four case studies in the telecomunications industry in Saudi Arabia. Project management has been an important issue for many years and for many companies worldwide. Many implementations of project management (PM) have been successful, while others have failed to deliver the outcome of the project. The literature indicates that misalignment between large projects and the business strategy leads to 30% of all projects failing. Indeed, the literature highlights few internal factors (e.g. effective communication, executive support, involving the project manager in the business strategy development, and the project manager leadership competence) that may tie the project management to the company's business strategy. However, this study indicates very important external factors that affect the implementation of the company's business strategy. A framework will be developed to provide a clear guide to the project management efforts towards a competitive business strategy