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Knowledge management activities and strategic planning capability development

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journal contribution
posted on 17.10.2019 by Paul Hughes, Ian Hodgkinson
Purpose – While the strategic management literature extols the virtues of engaging in strategic planning for superior performance, how a dynamic strategic planning capability can be developed remains underexplored; a knowledge void addressed by the paper through applying knowledge-based theory. Design/methodology/approach – A mail survey was sent to high technology firms randomly sampled from the Kompass Directory of UK businesses. Firms were sampled at the SBU level, given the focus on strategic planning capability. Findings – An organization’s strategic planning capability derives from extensive information distribution and organizational memory. While learning values is non-significant, symbolic information use degrades the development of a strategic planning capability. Research implications – By investigating the contributory activities that lead to strategic planning capability development, the findings establish how strategic planning materializes in organizations. Further, the differential effects found for knowledge management activities on strategic planning capability development extends empirical studies that suggest knowledge is always a central tenet of strategic planning. Practical implications – A set of key knowledge activities are identified that managers must address for strategic planning capability development: strategic planning routines and values of search, analysis, and assessment should be appropriately informed by investments in knowledge dissemination and memory on a continual basis. Meanwhile, information misuse compromises strategic planning capabilities and managers must protect against out-of-context or manipulated information from infiltrating into organizational memory. Originality/value – Despite the advent of the Knowledge-Based Theory and its core premise that capabilities derive from knowledge management activities, little research has been conducted into demonstrating the knowledge-based antecedents of a strategic planning capability.

History

School

  • Business and Economics

Department

  • Business

Published in

European Business Review

Publisher

Emerald Publishing Limited

Version

AM (Accepted Manuscript)

Rights holder

© Emerald Publishing Limited

Publisher statement

This paper was accepted for publication in the journal European Business Review and the definitive published version is available at https://doi.org/10.1108/EBR-03-2019-0034.

Acceptance date

10/10/2019

Publication date

2020-01-13

Copyright date

2020

ISSN

0955-534X

Language

en

Depositor

Prof Ian Hodgkinson. Deposit date: 15 October 2019

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