Understanding the link between the drivers of knowledge
management systems and business strategy is important
for policy planning and execution. This empirical
research paper examines perceptions of 67 managers at
medium and large-sized organizations in the NY
metropolitan area to better understand the drivers of
knowledge management in relation to business strategy.
Findings include a qualitative analysis of discussions
with the participants, along with selected summary
tabulation reporting of the results. Findings show that
knowledge-centric drivers such as knowledge hoarding,
knowledge recognition failure, and tacit knowledge
walkouts are the primary drivers for better management
of knowledge resources. The meaning of these findings
are then examined in light of first and second
generation conceptualizations and it is reasoned that
the drivers are primarily shaped by socio-cultural
factors that management can influence.
