An exploratory study of knowledge strategy in a knowledge-intensive firm using a strategy-as-practice approach

We analyse the knowledge strategy (Zack 1999, 2002) in a knowledge-intensive firm, using a Strategy-as-Practice approach (Whittington 1996, 2006), two major research fields in Strategic and Knowledge Management. In order to provide a relevant research field to our investigation, we study the development of the knowledge strategy at one of the leading consultant firms in the fields of strategy as well as knowledge management. First, we explain the Knowledge Strategy framework proposed by Zack (2002). Then, we focus on our research methodology, mainly the approach of Strategy-as-Practice. Thirdly, we present our main analysis results, identifying the key actors of knowledge strategizing and how they are organised to do it. A process view of knowledge strategy is presented identifying key actors, practices and organizational structures. A conclusion of our study is that the conceptualization of knowledge strategy and knowledge gaps does effectively exist in reality. Finally, we discuss the limitations of the present research and propose further research directions and development. This paper explores a new research approach of knowledge management, and could also help knowledge management practitioners