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Krishna Venkitachalam
- Professor
- Ext: 5246
Prof. Krishna Venkitachalam (BA, MBA, PhD, Docent) is a Professor of Strategic Management at the College of Business Administration (CBA), Ajman University (AU), UAE. He previously served as a Full Professor of Strategy at the Estonian Business School, Tallinn, Estonia. Earlier in his career, Prof. Venkitachalam held academic positions at Stockholm Business School, Stockholm University, Sweden; Cardiff Business School, Cardiff University, UK; and La Trobe Business School, La Trobe University, Melbourne, Australia. He also worked as a Senior Consultant, advising a UN client in the areas of knowledge management and firm performance in Switzerland. His research focuses on corporate and business strategies, strategic knowledge management (SKM), tacit knowledge, and knowledge processes in both large and small organizations. In 2014, his article on knowledge management strategy alignment, published in the Journal of Knowledge Management, won the prestigious Emerald Literati Award. Prof. Venkitachalam has published in respected journals such as Knowledge Management Research & Practice, Journal of Knowledge Management, Journal of Strategy and Management, Knowledge and Process Management, Journal of Strategic Information Systems, and International Journal of Information Management, among others. He has also contributed to numerous international conferences.
Education
- Docent in Business Administration (eq. HDR, Habilitation, or Higher Doctorate), Stockholm University, Sweden, 2015.
- FHEA, Fellow of the Higher Education Academy, UK, 2011.
- Postgraduate Certificate in University Teaching & Learning (PCUTL) (40 Level 7 Credits), Cardiff University, UK, 2010.
- PhD (Doctor of Philosophy), The University of Melbourne (QS World Ranking 2024 - Top 15), Australia, 2006.
- MBA, QUT Graduate School of Business (AACSB, EQUIS & AMBA), Queensland University of Technology, Australia, 2000.
- BA (Economics), University of Madras, India, 1998.
Docent in Business Administration (eq. HDR, Habilitation, or Higher Doctorate), Stockholm University, Sweden, 2015.
FHEA, Fellow of the Higher Education Academy, UK, 2011.
Postgraduate Certificate in University Teaching & Learning (PCUTL) (40 Level 7 Credits), Cardiff University, UK, 2010.
PhD (Doctor of Philosophy), The University of Melbourne (QS World Ranking 2024 - Top 15), Australia, 2006.
MBA, QUT Graduate School of Business (AACSB, EQUIS & AMBA), Queensland University of Technology, Australia, 2000.
BA (Economics), University of Madras, India, 1998.
Experience
- Full Professor of Strategy, Department of Management, Estonian Business School (EBS), Estonia, 2020-2022.
- Associate Professor of Strategy, Stockholm Business School (SBS), Stockholm University, Sweden, 2014-2020.
- Lecturer (equiv: Assistant Professor) in Strategy, Cardiff Business School, Cardiff University, UK, 2009-2014.
- Lecturer (equiv: Assistant Professor) in Management, La Trobe Business School, La Trobe University, Australia, 2007-2009.
- Research Associate (Post-Doctoral Fellow), Department of Computing, Macquarie University, Australia, 2006-2007.
- Senior Consultant (Secondment – UN Client), Switzerland, 2006.
- Tutor/Examiner, The University of Melbourne, Australia, 2002-2005.
Full Professor of Strategy, Department of Management, Estonian Business School (EBS), Estonia, 2020-2022.
Associate Professor of Strategy, Stockholm Business School (SBS), Stockholm University, Sweden, 2014-2020.
Lecturer (equiv: Assistant Professor) in Strategy, Cardiff Business School, Cardiff University, UK, 2009-2014.
Lecturer (equiv: Assistant Professor) in Management, La Trobe Business School, La Trobe University, Australia, 2007-2009.
Research Associate (Post-Doctoral Fellow), Department of Computing, Macquarie University, Australia, 2006-2007.
Senior Consultant (Secondment – UN Client), Switzerland, 2006.
Tutor/Examiner, The University of Melbourne, Australia, 2002-2005.
Teaching Area
- Seminar in Business Strategies
- Qualitative Research Methods
- Strategic Management
- Managing Organizational Change
- Training and Development
- Graduation Projects
Seminar in Business Strategies
Qualitative Research Methods
Strategic Management
Managing Organizational Change
Training and Development
Graduation Projects
Research
- Strategy, strategic knowledge management
- Knowledge strategy in organizations
- Tacit knowledge
- Dynamics of Organizational Knowledge and KM Processes
- Qualitative Research Methods
- For scientific publications, see Google Scholar page: - https://scholar.google.co.uk/citations?user=DXfdA0YAAAAJ&hl=en
Strategy, strategic knowledge management
Knowledge strategy in organizations
Tacit knowledge
Dynamics of Organizational Knowledge and KM Processes
Qualitative Research Methods
For scientific publications, see Google Scholar page: - https://scholar.google.co.uk/citations?user=DXfdA0YAAAAJ&hl=en
Publications
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JournalVenkitachalam K, Schwartz B, Söderman S, Marketisation, ownership and digitalisation strategies in the sport industry – generic insights and future research, Journal of Strategy and Management, Vol: 17, pp.393 - 407, Sep 2024, doi: https://doi.org/10.1108/JSMA-05-2023-0118
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JournalParameswar N, Venkitachalam K, A framework on interplay of knowledge types and dimensions in pandemics – Example of COVID-19, Knowledge and Process Management, Vol: 31, pp.221 - 229, Mar 2024, doi: https://doi.org/10.1002/kpm.1775
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JournalJose S, Venkitachalam K, Can firms have a knowledge-based CSR personality? A matrix typology, International Journal of Knowledge Management Studies, Vol: 15, pp.1 - 16, Apr 2024, doi: https://doi.org/10.1504/IJKMS.2024.138061
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JournalBlooshi, AM, Jose, S, Venkitachalam K, CSR performance practices and COVID-19 – a qualitative study of SME owners in UAE, Measuring Business Excellence, Vol: 28, pp.84 - 104, Feb 2024, doi: https://doi.org/10.1108/MBE-02-2023-0032
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JournalVenkitachalam K, Ganesh LS, Löwstedt J, Relevance and importance of KM dynamics – a primer for future research directions, Knowledge Management Research & Practice (KMRP), Vol: 21, pp.211 - 215, Mar 2023, doi: https://doi.org/10.1080/14778238.2020.1851616
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JournalKrishnamurthy SM, Venkitachalam K, The changing face of retailing, 1980–2020, Journal of Strategy and Management, Vol: 16, pp.41 - 55, Feb 2023, doi: https://doi.org/10.1108/JSMA-02-2022-0035
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JournalVenkitachalam K, Schiuma G, Strategic knowledge management (SKM) in the digital age – insights and possible research, Journal of Strategy and Management, Vol: 15, pp.169 - 174, Apr 2022, doi: https://doi.org/10.1108/JSMA-05-2022-362
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JournalBosua R, Venkitachalam K, Managing codified content for reuse in knowledge work, Knowledge and Process Management, Vol: 29, pp.3 - 11, Mar 2022, doi: https://doi.org/10.1002/kpm.1664
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JournalDarling C, Venkitachalam K, Framework on strategic competence performance – a case study of a UK NHS organization, Journal of Strategy and Management, Vol: 14, pp.107 - 125, Jan 2021, doi: https://doi.org/10.1108/JSMA-08-2019-0156
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JournalVenkitachalam K, Bosua R, Perspectives on effective digital content management in organizations, Knowledge and Process Management, Vol: 26, pp.202 - 209, Sep 2019, doi: https://doi.org/10.1002/kpm.1600
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JournalJose S, Venkitachalam K, A matrix model towards CSR - Moving from one size fit approach, Journal of Strategy and Management, Vol: 12, pp.243 - 255, May 2019, doi: https://doi.org/10.1108/JSMA-07-2018-0071
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JournalVenkitachalam K, Willmott H, Strategic knowledge management - insights and pitfalls, International Journal of Information Management, Vol: 37, pp.313 - 316, Mar 2017, doi: https://doi.org/10.1016/j.ijinfomgt.2017.02.002
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JournalVenkitachalam K, Ambrosini V, A triadic link between knowledge management, information technology and business strategies, Knowledge Management Research & Practice, Vol: 15, pp.192 - 200, Dec 2017, doi: https://doi.org/10.1057/s41275-016-0043-5
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JournalVenkitachalam K, Willmott H, Determining strategic shifts between codification and personalization in operational environments, Journal of Strategy and Management, Vol: 9, pp.2 - 14, Feb 2016, doi: https://doi.org/10.1108/JSMA-09-2014-0082
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JournalVenkitachalam K, Willmott H, Factors shaping organizational dynamics in strategic knowledge management, Knowledge Management Research & Practice, Vol: 13, pp.344 - 359, Aug 2015, doi: https://doi.org/10.1057/kmrp.2013.54
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JournalBosua R, Venkitachalam K, Fostering knowledge transfer and learning in shift work environments, Knowledge and Process Management, Vol: 22, pp.22 - 33, Jan 2015, doi: https://doi.org/10.1002/kpm.1456
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JournalVenkitachalam K, Bosua R, Roles enabling the mobilization of organizational knowledge, Journal of Knowledge Management, Vol: 18, pp.396 - 410, Apr 2014, doi: https://doi.org/10.1108/JKM-08-2013-0304
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JournalBosua R, Venkitachalam K, Aligning strategies and processes in knowledge management: a framework, Journal of Knowledge Management, Vol: 17, pp.331 - 346, May 2013, doi: https://doi.org/10.1108/JKM-10-2012-0323
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JournalVenkitachalam K, Busch P, Tacit Knowledge - Review and Possible Research Directions, Journal of Knowledge Management, Vol: 16, pp.357 - 372, Mar 2012, doi: https://doi.org/10.1108/13673271211218915
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JournalZyngier S, Venkitachalam K, Knowledge management governance - a strategic driver, Knowledge Management Research & Practice, Vol: 9, pp.136 - 150, May 2011, doi: https://doi.org/10.1057/kmrp.2011.5
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JournalDwivedi Y, Venkitachalam K, Sharif A, Al-Karaghouli W, Weerakkody V, Research trends in knowledge management: analyzing the past and predicting the future, Information Systems Management, Vol: 28, pp.43 - 56, Jan 2011, doi: https://doi.org/10.1080/10580530.2011.536112
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JournalBusch P, Venkitachalam K, Richards D, Generational differences in soft knowledge situations: status, need for recognition, workplace commitment and idealism, Knowledge and Process Management, Vol: 15, pp.45 - 58, Feb 2008, doi: https://doi.org/10.1002/kpm.298
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JournalRichards D, Busch P, Venkitachalam K, Ethnicity-based cultural differences in implicit managerial knowledge usage in three Australian organizations, Knowledge Management Research & Practice, Vol: 5, pp.173 - 185, Jun 2007, doi: https://doi.org/10.1057/palgrave.kmrp.8500145
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JournalScheepers R, Venkitachalam K, Gibbs MR, Knowledge strategy in organizations: refining the model of Hansen, Nohria and Tierney, The Journal of Strategic Information Systems, Vol: 13, pp.201 - 222, Oct 2004, doi: https://doi.org/10.1016/j.jsis.2004.08.003
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Book ChapterHaußmann C, Dwivedi Y, Venkitachalam K, Williams, MD, A Summary and Review of Galbraith’s Organizational Information Processing Theory, Information Systems Theory: Integrated Series in Information Systems, Springer Science
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Book ChapterAmbrosini V, Dekker N, Venkitachalam K, Towards a better understanding of strategic knowledge dynamics: An exploratory dynamic capability study, The Routledge Companion to Knowledge Management, Routledge
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Book ChapterVenkitachalam K, Bosua R, Demystifying the link between big data and knowledge management for organisational decision-making, The Routledge Companion to Knowledge Management, Routledge
Venkitachalam K, Schwartz B, Söderman S, Marketisation, ownership and digitalisation strategies in the sport industry – generic insights and future research, Journal of Strategy and Management, Vol: 17, pp.393 - 407, Sep 2024, doi: https://doi.org/10.1108/JSMA-05-2023-0118
Purpose The motivation for this paper is to provide a deeper understanding of some of the important and trending topics in the sport industry. Besides this, to consider the changing landscape of ownership, strategies and organisation of several types of sports in the contemporary environment, there is a need for deeper contextual knowledge of how different sport/s, leagues, clubs, associations, teams etc. own, organise and strategise at local to national to regional to international contexts. Design/methodology/approach This paper introduces the special issue on the sport industry that welcomes three interesting contributions of focusing on the important themes related to the sport industry. They include (1) digital transformation and needed capabilities, (2) fan engagement in a digital way using social media and finally (3) the relevance and relation of social capital in the organisational strategy of sports organisations. Findings Four generic insights related to the themes and emerging trends in marketisation, ownership and digitalisation strategies in the sport industry are introduced in this paper. The first insight is that sports digitalisation and politicisation significantly impact the strategising, organising and networking activities of sports owners to foster value capture. Secondly, owners’ performance duality of marketisation of their sports clubs and vested business interests unravels the paradoxes of idealism and profit-maximisation. Thirdly, individual sports stars position themselves as an influential platform of value creation through on-field performance, social engagement and self-interests. Finally, the fourth insight is that the dual aims of sporting on-field success and profit making of large capital-funded sports clubs endanger the autonomy and governance of sports bodies/associations and an equitable sporting competition environment. Originality/value This paper provides an overview and reflections on the contributions of the papers in this special issue. The papers give different perspectives on how sport has been influenced by the development in society (1) with increasing digitalisation influencing organising of sport clubs and strategies for engaging fans, and (2) the influence of marketisation and politics in ownership strategies. As such, four insightful reflections are developed based on the originality of the contributions and the related extant literature presented on the themes of marketisation, ownership and digitalisation of the sport industry.
About the journal
Parameswar N, Venkitachalam K, A framework on interplay of knowledge types and dimensions in pandemics – Example of COVID-19, Knowledge and Process Management, Vol: 31, pp.221 - 229, Mar 2024, doi: https://doi.org/10.1002/kpm.1775
Recent literature has documented numerous knowledge management (KM) policy frameworks and models utilised for managing pandemics such as COVID-19. Perhaps the major focus of existing scholarly work is on the role and relevance of healthcare KM in the COVID-19 crisis compared to the understanding of healthcare knowledge dimensions and knowledge types in pandemic management and control. Considering the complexities of COVID-19, we attempt to address a literature gap in the management knowledge of pandemics as the study problem in this paper. The paper proposes a framework to analyse the interplay between the dimensions and knowledge types and its application benefits using the example of COVID-19 management in the state of Kerala. Considering the disparities in how the pandemic was managed globally, we use the Kerala case to illuminate the different interactions between the three types and four dimensions of knowledge for pandemic management. Future studies may explore the extension and testing of the proposed interplay framework in other contexts.
About the journal
Jose S, Venkitachalam K, Can firms have a knowledge-based CSR personality? A matrix typology, International Journal of Knowledge Management Studies, Vol: 15, pp.1 - 16, Apr 2024, doi: https://doi.org/10.1504/IJKMS.2024.138061
Extant literature in corporate social responsibility (CSR) is broad and prevailed by empirical studies, but the conceptual understanding of the relationship between the firm's knowledge of social responsibility and practices seems scanty. The literature evidence that tried to classify firms based on their CSR personality from a knowledge perspective is quite limited, and hence the motivation of the research gap in this paper. The paper develops a conceptual level matrix model based on the review of pertinent theoretical work of stakeholder theory in the context of social responsibility literature. Following on, a matrix typology of four CSR personality types of defectors, accidentals, hypocrites, and apostles are proposed in the paper. As the study is at a conceptual level, future research could empirically test and refine the CSR personality typologies model in multiple contexts. Finally, some concluding remarks on the need for an understanding of the typology of firms based on CSR practices and knowledge (i.e., know-how) and related implications are presented.
About the journal
Blooshi, AM, Jose, S, Venkitachalam K, CSR performance practices and COVID-19 – a qualitative study of SME owners in UAE, Measuring Business Excellence, Vol: 28, pp.84 - 104, Feb 2024, doi: https://doi.org/10.1108/MBE-02-2023-0032
Purpose The purpose of this paper is to examine the corporate social responsibility performance among small and medium enterprise (SME) owners in the United Arab Emirates (UAE) before and during COVID-19. This study shows insights into the barriers that could affect the CSR performance practices of UAE SMEs, and related implications are discussed in the study. Design/methodology/approach This study used a longitudinal qualitative research design. The research comprised 30 interviews from 15 SME owners that were studied prior to and during the pandemic. The 15 interview participants are the sole owners of these SMEs and are Emirati citizens. They were identified through personal contacts and referrals. Findings Study findings show that there was a clear shift during the pandemic to place more focus on employees. CSR performance practices are dominated by strategies for caring for the environment and employees. During the pandemic, the priority was paying employees at least a portion of their salary despite financial hardships and ensuring their health and well-being. Prior to the crisis, the key barrier to the implementation of CSR performance practices was a lack of knowledge. During the pandemic, barriers identified included uncertainty and financial constraints. Furthermore, all the owners believe that big corporations should be more socially responsible and SMEs should be the recipients of CSR practices. Lastly, the owners expressed their belief in the values of transparency, integrity, commitment, efficiency and responsibility. Originality/value This study is a novel attempt to gain an in-depth understanding of CSR among SMEs in the UAE in the context of a pandemic. It looks specifically at the performance practices pursued by SME owners in the UAE before and during the COVID-19 crisis.
About the journal
Venkitachalam K, Ganesh LS, Löwstedt J, Relevance and importance of KM dynamics – a primer for future research directions, Knowledge Management Research & Practice (KMRP), Vol: 21, pp.211 - 215, Mar 2023, doi: https://doi.org/10.1080/14778238.2020.1851616
KM dynamics is receiving considerable attention from management and organisation study scholars. The fact that KM is practised by comparable and competing organisations in similar external environments, but with different results from period to period, points to the hypothesis that the differences could lie in their knowledge bases and their management approaches, including the dynamics in their KM systems and strategies. The importance and influences of resources, both tangible and intangible, and of processes for leveraging the dynamics of KM cannot be understated. This point is an undercurrent of all the papers featured in this Special Issue. The role of KM and the pertinent dynamics in management functions are another aspect deserving scholars’ attention. In addition to enabling the formulation and implementation of knowledge strategies in dynamic external and internal organisational environments, the papers in this issue point to various research possibilities. These include (a) the choice, mobilisation, and deployment of different resources in different organisational functions to enhance KM capabilities and yield significant organisational benefits, (b) the need to develop widely applicable KM performance measures or at least determine the relevant principles that could serve as a basis of such measures, (c) development of robust models of organisational internal and external changes influencing as well as influenced by KM strategies, and (d) build robust models of the relationships of organisational KM systems and strategies with their value creation, transfer, and leveraging effectiveness.
About the journal
Krishnamurthy SM, Venkitachalam K, The changing face of retailing, 1980–2020, Journal of Strategy and Management, Vol: 16, pp.41 - 55, Feb 2023, doi: https://doi.org/10.1108/JSMA-02-2022-0035
Purpose The purpose of this research is to portray the historical evolution of retailing from 1980 to 2020. The study considers India as the domain as it is one of the fastest growing markets, and the retail growth is anticipated to reach more than one trillion dollars within this decade. Design/methodology/approach This paper captures the historical growth trajectory of retailing from the pre-online era to the online era and highlights how the retail environment has become modernized and sophisticated in the process in India. Findings The study traces the journey of retail from 1980 to the multi-billion-dollar sector it had become by 2020 in India. Furthermore, the article provides an overview of how the different retail forms and players in the Indian retail sector have been shaping the industry over the last four decades. During this period, there has been a transformational change in the format of Indian retailing. The Indian consumers' shopping mindset moved from physical in the 1980s to online, and now “Phygital” (Physical and Digital) in 2020s has become an omni-channel platform in Indian retail. Originality/value This paper aims to present a viewpoint of the evolutions of retailing from the unorganized to the organized form and from the physical to the online form over the last 40 years in the Indian retail sector landscape.
About the journal
Venkitachalam K, Schiuma G, Strategic knowledge management (SKM) in the digital age – insights and possible research, Journal of Strategy and Management, Vol: 15, pp.169 - 174, Apr 2022, doi: https://doi.org/10.1108/JSMA-05-2022-362
In today's business landscape, digital transformation is becoming a mantra for company survival. The (r)evolution of digital technologies is radically changing the interaction and channels of organisations with customers, the operation management and how to achieve efficiency and the definition of winning business models. Therefore, the challenge is not simply to manage digital transformation but to make sure that digital transformation drives organisational growth and value creation enhancement. In this perspective, strategic knowledge management plays a fundamental role. We have identified three fundamental perspectives linking knowledge management and digital transformation: enabling-based factor – how digital transformation supports knowledge management processes; replacing-based factor – how digital transformation allows extending or replacing the capacity for action of knowledge workers and converter-based factor – to what extent digital technologies represents an instrument to translate knowledge into tangible assets. These three perspectives represent at the same time routes for future research directions and areas for exploring practical applications of managing knowledge for and with digital transformation.
About the journal
Bosua R, Venkitachalam K, Managing codified content for reuse in knowledge work, Knowledge and Process Management, Vol: 29, pp.3 - 11, Mar 2022, doi: https://doi.org/10.1002/kpm.1664
Firm-wide integrated organisational applications such as intranets, enterprise portals, content repositories, and wikis are often instrumental in supporting knowledge work. Serving as centralised “containers” of codified content that facilitate knowledge work, one essential requirement is continuous reuse and management of codified content. In this paper, our investigation aims to determine suitable perspectives to manage codified content, by focusing on one specific integrated organisational infrastructure application, namely intranets. Findings from three case studies identified three modes to manage codified content for knowledge work for enterprise content systems and are: (a) shared, (b) controlled, and (c) informal. In addition, based on the three modes (or ways), findings also highlight four elements that impact the management of codified content for knowledge work, that is, (a) content contributions, (b) content sharing, (c) access to expertise, and (d) control of codified content.
About the journal
Darling C, Venkitachalam K, Framework on strategic competence performance – a case study of a UK NHS organization, Journal of Strategy and Management, Vol: 14, pp.107 - 125, Jan 2021, doi: https://doi.org/10.1108/JSMA-08-2019-0156
Purpose Extant literature on strategic environment analysis confirm broad evidence of studies on competences in the context of private sector organizations. Nevertheless, there is a growing interest and evidence of strategic competence in public sector organizations seeking to deliver improved performance. This paper attempts to determine the strategic competences of a National Health Service (NHS) unit for better organizational performance. Design/methodology/approach Based on the qualitative analysis of empirical evidence collected in a UK based NHS case study organization, we arrive at a strategic competence performance framework for the health unit using research carried out through interviews with employees and partner organization members. Findings By examining a UK-based qualitative case study, the proposed framework puts forward four strategic competence pillars vital for delivering organizational performance and effectively managing the environment of NHS unit's operations. The four strategic competences that are identified to foster NHS unit's performance are strategic leadership, staff engagement, knowledge transfer and partnership working. Originality/value The study examines the environment in which a UK based NHS health unit operates and identify the different strategic competences to deliver organizational performance.
About the journal
Venkitachalam K, Bosua R, Perspectives on effective digital content management in organizations, Knowledge and Process Management, Vol: 26, pp.202 - 209, Sep 2019, doi: https://doi.org/10.1002/kpm.1600
Modern corporations face enormous digital transformation challenges in order to incorporate digital content into its corporate memory. At the same time over the last decade and a half, there is growing evidence of the advent of different types of mechanisms to manage digital organizational content. The management of digital content is particularly important to support knowledge worker practices to access, share, and reuse content in knowledge intensive organizations. Despite the availability of technological solutions in the marketplace to integrate content, managers are often overwhelmed by the choices they need to make to effectively manage digital content in their organizations. Extant literature indicates that in an increasingly digitized world, there is no clear understanding of the digital content considerations for informed decision making in organizations. Based on our research experiences in knowledge management, particularly knowledge codification in digital infrastructures, we provide certain perspectives on the four considerations for effective management of digital content in large organizations. We present four short exhibits to illustrate these four core considerations, which we label as the “4Cs” (i.e., content contribution, categorization, control, and centralization) for effective digital content management in large organizations.
About the journal
Jose S, Venkitachalam K, A matrix model towards CSR - Moving from one size fit approach, Journal of Strategy and Management, Vol: 12, pp.243 - 255, May 2019, doi: https://doi.org/10.1108/JSMA-07-2018-0071
Purpose Corporate social responsibility (CSR) research is often dominated in a western context. Perhaps, with the rapid expansion of organisations in the context of emerging economies, there is a pressing need for the development of a new dimension. Organisations operating in emerging markets must address the social challenges of serving low-income consumers and rural communities as part of their CSR strategy. The next era of CSR should look out for a period of experimentation and innovation as organisations advance their core business objectives by addressing existing social and environmental issues, which are dependent on market and industry settings. The purpose of this paper is the requirement of careful considerations when formulating the CSR framework for different industries and markets in the global business environment and this is the focus in this paper. Design/methodology/approach The paper provides a review and certain limitations of the literature on the highly cited works such as stakeholder theory and Carroll’s pyramid model. Following on, the proposed matrix model, related discussion of the four phases and associated propositions are explained in the paper. Finally, some concluding remarks on the need for a new look on CSR in the context of non-western markets are presented. Findings In this paper, the authors introduce “The matrix model of CSR” as a starting attempt and a guideline in formulating the CSR approach across industry and countries, particularly illustrating in the context of diverse organisations in different sectors. However, this model is at a conceptual level and future research could allow empirical testing and refinement of the “matrix model” in different market and industry conditions. Originality/value A CSR model for multiple organisational contexts would provide more insight for the relevant stakeholders regarding their CSR activities. Thus, this article attempts to suggest a CSR matrix model and it takes a phased approach by classifying the CSR activities based on the degrees of CSR and altruistic nature of activities that could be adapted for other industries as well as emerging economies.
About the journal
Venkitachalam K, Willmott H, Strategic knowledge management - insights and pitfalls, International Journal of Information Management, Vol: 37, pp.313 - 316, Mar 2017, doi: https://doi.org/10.1016/j.ijinfomgt.2017.02.002
In an increasingly globalized and hyper connected business environment, using knowledge strategically is often critical for competitive performance. This article is motivated to illuminate the notion of strategic knowledge management (SKM) in organizations. In this regard, executives need to develop an informed understanding of what types of organizational knowledge (and how much) can be ‘structured’ and/or allowed to ‘proliferate’ in order to sustain both work productivity and innovation capacity toward a harmonious conceptualization of strategic knowledge in their organizations. This conceptual paper is based on analysing certain exemplars of why organizations need to put greater emphasis on the equivalence between codification and personalization in the context of strategic knowledge management. Our explanations on managing strategic knowledge through different examples provide insights and pitfalls that organizations must be aware of and are as follows. Firstly, we argue that an exclusive emphasis on codification or personalization runs the risk of ‘knowledge structuration’ or ‘knowledge proliferation’ respectively in an organization’s strategic knowledge management. Secondly, executives should continuously realize the need to emphasize on equivalence (or congruence) between codification and personalization aspects of SKM in order to keep enduring work productivity and innovation capacity in organizations. Thirdly, we argue that SKM initiatives that prodigiously focus on either codification or personalization can lead to pitfalls despite plenty of managerial interventions. We further believe that our proposed ideas will be worthwhile considerations for executives/leaders responsible for strategy, IT and innovation divisions of the organization to determine whether its organization’s knowledge engine is running smoothly, and if not, where to direct their energy to yield long term and robust outcomes.
About the journal
Venkitachalam K, Ambrosini V, A triadic link between knowledge management, information technology and business strategies, Knowledge Management Research & Practice, Vol: 15, pp.192 - 200, Dec 2017, doi: https://doi.org/10.1057/s41275-016-0043-5
The extant literature shows that the connection between KM strategy and business strategy and business strategy and IT strategy has been extensively studied. However, the link between KM strategy and IT strategy remains unclear. To better understand how KM strategy influences IT strategy and vice versa within the context of business strategy, we synthesize the literature and contribute to the conceptualization of a triadic connection of the influences between business, KM and IT strategies and its deeper understanding in determining efficacy of knowledge use in organizations.
About the journal
Venkitachalam K, Willmott H, Determining strategic shifts between codification and personalization in operational environments, Journal of Strategy and Management, Vol: 9, pp.2 - 14, Feb 2016, doi: https://doi.org/10.1108/JSMA-09-2014-0082
Purpose The purpose of this paper is to indicate that managers responsible for decision making often have a limited appreciation of strategic shifts between codification and personalization of knowledge in different operational environments. This study is motivated by a concern to illuminate the influence of diverse business environments in the shift between strategies of knowledge in organizations. Design/methodology/approach A qualitative multiple case-study method was adopted to research four case organizations drawn from multiple industries – manufacturing, research, education and consulting – that are positioned within contrasting operating environments (i.e. local, national, international and multinational, respectively). Findings Results from the case studies suggest that four factors condition shifts between codification and personalization strategies in different operational environments that are of critical significance for the effective use of knowledge in organizations. The authors have also found that strategic shifts between codification and personalization are continuous and emergent. Originality/value The study suggests that the combination of multi-operational types and four elements (i.e. competition, organizational size, organizational structure and information technology) are highly relevant for determining the shifts between codification and personalization strategies in organizations.
About the journal
Venkitachalam K, Willmott H, Factors shaping organizational dynamics in strategic knowledge management, Knowledge Management Research & Practice, Vol: 13, pp.344 - 359, Aug 2015, doi: https://doi.org/10.1057/kmrp.2013.54
Knowledge as a valuable asset of organizations is increasingly incorporated into thinking about strategy. Studies of knowledge management (KM) suggest that executives engaged in decision making often have a slender understanding of the strategic significance of knowledge. When addressing the challenge of explicating and designing a knowledge strategy, logics of codification and personalization have been differentiated and commended. The paper draws upon evidence from four case studies to identify factors that shape the evolving contexts of knowledge strategies. It is in these contexts that the challenge of continuously reviewing and revising the mix of codifying and personalizing aspects of strategic KM is practically accomplished. The cases are analysed with reference to external competition, leadership, organizational politics, culture and technology as a basis for advancing a more dynamic framework for the analysis of knowledge strategies.
About the journal
Bosua R, Venkitachalam K, Fostering knowledge transfer and learning in shift work environments, Knowledge and Process Management, Vol: 22, pp.22 - 33, Jan 2015, doi: https://doi.org/10.1002/kpm.1456
Shift work is a continuous ‘round-the-clock’ work practice that involves rotating work schedules with a vital process of ‘handover’ denoting a change of teams between shifts. Handover as an activity requires that outgoing shift teams pass on insights and responsibility to incoming shift teams. Knowledge transfer in shift work environments is therefore crucial to allow for a seamless continuation of work practices between shifts. Studies in shift work indicate that knowledge transfer between shifts often fails—that is, incoming workers tend to solve problems with inadequate information, have an incomplete understanding of significant events that occurred in prior shifts, while workers often attempt to solve the same problems across different shifts. This study investigates the challenges associated with shift handover and proposes knowledge transfer enablers that can make a difference to handover. In addition, these enablers can foster learning, a process often overlooked in shift environments. A qualitative research methodology was used to study three distinctive case organisations in the manufacturing and educational sectors, where the nature of day-to-day work is shift-bound and transfer issues were present during handover processes. Our findings suggest that three enablers facilitate knowledge transfer problems associated with shift work: (1) a purposeful knowledge codification and classification culture, (2) open access to established boundary objects and boundary spanners and (3) a unified information infrastructure to facilitate knowledge transfer during shifts and handover.
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Venkitachalam K, Bosua R, Roles enabling the mobilization of organizational knowledge, Journal of Knowledge Management, Vol: 18, pp.396 - 410, Apr 2014, doi: https://doi.org/10.1108/JKM-08-2013-0304
Purpose Knowledge-based work is growing at a significant pace in the context of large organizations. As a consequence, use and transfer of knowledge are considered important activities of knowledge mobilization. Existing literature suggests that there is an increasing gap in the understanding of roles and typical responsibilities in knowledge mobilization. The purpose of this article is to examine how roles enable knowledge mobilization in large organizations. Design/methodology/approach A qualitative research design was used where three large organizations representing multiple sectors were selected to study roles that enable the mobilization of organizational knowledge. Findings This study explains the understanding of five roles and their typical responsibilities to enable the mobilization of knowledge in large organizations – knowledge mentor, broker, taxonomist, content editor, and gatekeeper. These roles foster collaboration and communication activities within and between teams enabling knowledge mobilization. Research limitations/implications The authors acknowledge the limitations of this paper. Although the recognized roles provide valuable insights with respect to mobility of knowledge, it does not specify how each role can be assessed in terms of performance. Another limitation is that these roles were studied in the context of large-scale organizations where knowledge work is central to their performance. Originality/value This study ' s findings suggest that there is a strong need for management to recognize and value roles and responsibilities to realize organizational knowledge mobilization.
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Bosua R, Venkitachalam K, Aligning strategies and processes in knowledge management: a framework, Journal of Knowledge Management, Vol: 17, pp.331 - 346, May 2013, doi: https://doi.org/10.1108/JKM-10-2012-0323
Purpose Knowledge management (KM) has become a key driver of organisational performance. The existing literature suggests that many organisations fail in their attempts to align their KM strategies with knowledge processes within their organisation. Based on the management literature on alignment, there is a gap in the understanding of how an organisation's KM strategy and KM processes in workgroups can be aligned. The purpose of this paper is to illustrate that alignment in terms of KM is important and underpins the improvement of KM processes in organisations. Design/methodology/approach A qualitative case study research approach was used to examine alignment between strategy and processes of knowledge in organisations. In total, three case organisations representing different industry sectors were chosen to examine how organisations align their KM strategies with workgroup knowledge processes. Findings This study proposes a Strategic‐Workgroup Alignment Framework that explains the key alignment enablers and different alignment approaches required to align KM strategy with workgroup KM processes in organisations. Research limitations/implications The authors acknowledge the limitations of this paper. Although the proposed framework provides valuable insights with respect to different alignment approaches, it does not specify how each alignment approach can be assessed in terms of effectiveness and efficiency. As part of the alignment approaches, this study's focus was between strategy and processes of knowledge: further research could bring to light new alignment options of knowledge and the associated implications. Originality/value This study illustrates that organisations can improve the management of knowledge through alignment between KM strategies and KM processes. Such an improvement is also possible in the absence of a KM strategy emphasis, where alignment would require a deeper examination of workgroup knowledge processes. This study also identifies specific alignment enablers to align KM strategy and KM processes.
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Venkitachalam K, Busch P, Tacit Knowledge - Review and Possible Research Directions, Journal of Knowledge Management, Vol: 16, pp.357 - 372, Mar 2012, doi: https://doi.org/10.1108/13673271211218915
Purpose Tacit knowledge is often difficult to define, given its inexpressible characteristics. Literature review highlights the impact of tacit knowledge on certain knowledge management topics and these include organizational learning, intellectual capital, knowledge management strategy and so forth, but some research gaps remain. The paper aims to propose directions for future research in this domain of discourse. Design/methodology/approach A review of existing studies highlights some gaps in the literature on the role of tacit knowledge, which is followed by questions for future research. Findings Given the richness of tacit knowledge discourse, the authors believe that the proposed questions offer avenues for scholars to explore and develop greater understanding of the role of tacit know‐how in certain knowledge management topics. Research limitations/implications The authors acknowledge that there are certain limitations to this paper, namely, focusing on the review of tacit knowledge and not on other forms of knowledge. The review presents the role of tacit knowledge and its use in the context of knowledge management related topics. Finally this study proposes only future research directions that are far from being exhaustive, rather than presenting field study results. Originality/value This paper reviews the existing literature on how tacit knowledge is perceived and used in certain knowledge management areas. Reviewing the current literature uncovers a number of gaps regarding the role of tacit knowledge.
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Zyngier S, Venkitachalam K, Knowledge management governance - a strategic driver, Knowledge Management Research & Practice, Vol: 9, pp.136 - 150, May 2011, doi: https://doi.org/10.1057/kmrp.2011.5
This paper investigates how Knowledge management (KM) governance drives the effective implementation of KM strategy in organizations. To this end, we analysed the survey evidence from 218 organizations from the perspective of KM governance, selection of techniques in the development and implementation of knowledge strategy and its alignment with business strategy. Based on the analysis, we have developed a model of KM governance explaining elements of KM maturity that lead to strategic benefits realization. We reveal the relative importance of the roles of KM authority entities and the vital link between KM governance and corporate governance. These underscore how the KM governance environment supports the effective management of knowledge through strategically aligned, governed, transparent activity.
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Dwivedi Y, Venkitachalam K, Sharif A, Al-Karaghouli W, Weerakkody V, Research trends in knowledge management: analyzing the past and predicting the future, Information Systems Management, Vol: 28, pp.43 - 56, Jan 2011, doi: https://doi.org/10.1080/10580530.2011.536112
Through a meta-data analysis of the literature over a 34-year period, this article aims to provide a review and investigation into the knowledge management field in terms of how the domain is represented along a number of dimensions including unit of analysis, research paradigm employed, and the research topics/issues investigated. Information on a series of variables was extracted after conducting a review of 1,043 articles on KM, published in various peer-reviewed journals between 1974–2008. The findings suggest that a combination of positivist, empirical, conceptual/descriptive, and multi-method approaches have been predominantly used in the area. Organizational as well as systems and environmental context-based KM research were found to be the most widely published topics within the KM domain. Further, the authors identified literature gaps that require more exploration and conceptual refinement in the context of knowledge management research.
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Busch P, Venkitachalam K, Richards D, Generational differences in soft knowledge situations: status, need for recognition, workplace commitment and idealism, Knowledge and Process Management, Vol: 15, pp.45 - 58, Feb 2008, doi: https://doi.org/10.1002/kpm.298
Much knowledge management (KM) literature is focused on the improvements that can be made to organisations if they use their knowledge resource effectively. A great deal of knowledge rests in the heads of employees. Little to date has discussed the differences in soft knowledge utilisation amongst different generations of employees particularly in the IT sector. By generations we refer to the Baby Boomers, Generation X and Generation Y. Our study establishes that there were a number of differences between how the three Generations would deal with certain IT soft knowledge situations. These differences were along the following lines; issues of status in the workplace; need for recognition, typically by younger employees; issues of commitment to the workplace and finally idealism in the place of work.
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Richards D, Busch P, Venkitachalam K, Ethnicity-based cultural differences in implicit managerial knowledge usage in three Australian organizations, Knowledge Management Research & Practice, Vol: 5, pp.173 - 185, Jun 2007, doi: https://doi.org/10.1057/palgrave.kmrp.8500145
This study was interested in determining whether ethnicity-based cultural differences affected knowledge usage in today's multicultural organizations. Our empirical study uses a psychology-based approach to measure what we refer to as implicit managerial knowledge of Information and Communication Technology (ICT) workers within three Australian organizations. The research instrument captures responses to various ICT workplace scenarios in order to determine and compare the different ways in which people make use of the implicit knowledge they use to manage themselves and others. Using the culture-based literature to assist with interpretation of the data, we have identified a number of themes and their characteristics and brought these together to provide a comprehensive model for understanding cultural influences. This model can be used to better appreciate why and perhaps anticipate how an individual's implicit managerial knowledge will be used in responding to everyday workplace situations. Such an understanding will assist organizations to develop appropriate and effective knowledge management strategies.
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Scheepers R, Venkitachalam K, Gibbs MR, Knowledge strategy in organizations: refining the model of Hansen, Nohria and Tierney, The Journal of Strategic Information Systems, Vol: 13, pp.201 - 222, Oct 2004, doi: https://doi.org/10.1016/j.jsis.2004.08.003
We assessed the model of knowledge strategy and IT support proposed by Hansen, Nohria and Tierney. Their main argument is that, in order to enable effective use of knowledge, organizations should select an 80/20 knowledge strategy mix of codification and personalization with one of these strategies dominant. We examined the knowledge strategy emphasis (codification or personalization) in each of four case organizations. These organizations represented different combinations of the codification and personalization knowledge strategy mix. Our cases indicate some support for Hansen et al.'s main argument, but also highlight the need for refinements to their model. Based on our assessment, we conclude that the advice of Hansen et al. is useful for deciding upon an initial strategic direction and setting suitable priorities. We propose the following refinements to the model. First, organizations may find it necessary to evolve their knowledge strategy mix over time, augmenting the alternate strategy as a result of the intertwined nature of knowledge processes. Second, we propose two strategic pathways that organizations could adopt on their journey towards effective use of organizational knowledge. Lastly, we identify additional considerations for deciding upon a particular knowledge strategy direction.
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Haußmann C, Dwivedi Y, Venkitachalam K, Williams, MD, A Summary and Review of Galbraith’s Organizational Information Processing Theory, Information Systems Theory: Integrated Series in Information Systems, Springer Science
This chapter reviews Galbraith’s original theory of organizational information processing and its proposed advancements. Original theory version describes uncertainty, especially task uncertainty, as the determinant of an organization’s structure. Four strategies are proposed to solve the organizational design problem: creation of slack resources and creation of self-contained tasks reduce the need for information processing. Investment in information systems and creation of lateral relations are strategies to reduce this uncertainty by increasing the capability of information processing but also has its limitations. Interpersonal characteristics as well as interdepartmental and interorganizational relations determine the organizational design problem, not just task uncertainty. Therefore, equivocality has to be reduced besides uncertainty. The additional factors are presented and integrated in a new model based on the original theory. The relevance of organizational information processing theory in the context of IT is demonstrated by practical examples, for explanation, justification, and integration of IT. Theoretical basis can be used to disclose possible reasons for problems and different outcomes which are arising in the case of IT adaptation.
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Ambrosini V, Dekker N, Venkitachalam K, Towards a better understanding of strategic knowledge dynamics: An exploratory dynamic capability study, The Routledge Companion to Knowledge Management, Routledge
Developments in the competitive landscape and in technology present continuous changes for firms in their business environment. Under these circumstances, to maintain or enhance their competitive advantage, it is critical for firms to strategically manage their organisational knowledge. To do so, firms need to constantly refresh their strategic knowledge base so that they either transform their environment or adapt to their dynamic environment. This chapter presents a qualitative single case study examining knowledge strategy dynamics and specifically how a firm facilitates knowledge creation to remain competitive in the marketplace. This study contributes to the knowledge management scholarship by revealing that dynamic capabilities (DCs) underpin knowledge creation and by showing that an adaptive learning culture is one of the dynamics that influence effective strategic knowledge management (SKM) in a firm.
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Venkitachalam K, Bosua R, Demystifying the link between big data and knowledge management for organisational decision-making, The Routledge Companion to Knowledge Management, Routledge
Over the past three decades, the knowledge management (KM) discipline has evolved within the broad field of business administration. To an extent, the KM discipline has matured by offering a diverse range of perspectives, processes, models and strategies linked to decision-making in organisations. Since 2010, due to burgeoning developments in technology and innovation, there is a steep growth in big data and business analytics (BA) methods, techniques and tools to enable and support decision-making in organisations. Due to the ongoing developments in datafication, there is little understanding how big data and KM are linked in the context of organisational decision-making. The aim of this chapter is to demystify this link by focusing on the human dimension of KM and its connection to big data hence the research question: What is the bridging link between big data and KM in the context of organisational decision-making? We propose a conceptual model and five arguments that illustrate the role of ‘contextual knowledge experts’ as a link between big data and KM for organisational decision-making. The conceptual model sets the basis to extend the ideas in this chapter for future quantitative and qualitative research on this topic.
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Memberships, Awards and Honors
- Associate Editor, Journal of Strategy and Management (JSMA) (Emerald Publishing), UK (Impact Factor - 3.8; Scopus Q1), 2019 – present.
- Associate Editor, International Journal of Innovation Studies (Elsevier & KeAi), Netherlands & China (Impact Factor - 4.2; Scopus Q1), 2022 – present.
- Associate Editor, Measuring Business Excellence (Emerald Publishing), UK (Impact Factor - 2.5; Scopus Q2), 2022 – present.
- Regional Editor (EMEA), International Journal of Knowledge Management Studies (IJKMS) (Inderscience Publishers), Switzerland (Impact Factor - 1.3; Scopus Q3), 2020 – present.
- Associate Editor, Knowledge Management Research & Practice (KMRP) (Taylor & Francis), UK (Impact Factor - 3.2; Scopus Q1), 2024 – present.
- Editorial Board Member, Knowledge Management Research & Practice (KMRP) (Taylor & Francis), UK (Impact Factor - 3.2; Scopus Q1), 2021 – present.
- Associate Editor, Frontiers in Psychology and Frontiers in Communication (Frontiers Publishing), Switzerland (Impact Factor - 2.6), 2021–2023.
- Editorial Board Member, Journal of Strategy and Management (JSMA) (Emerald Publishing), UK, 2018–2019.
- Scientific Committee Member, International Forum on Knowledge Asset Dynamics (IFKAD), 2018 – present.
- Guest Editor, Special Issue on 'Strategic Knowledge Management (SKM) in the Digital Age – Insights and Possible Research Directions,' Vol. 15, No. 2, Journal of Strategy and Management (Emerald Publishing), UK, 2022.
- Principal Guest Editor, Special Issue on "The Dynamics of Knowledge Management: From Strategy to Knowledge Workers' Performance," Vol. 21, No. 2, Knowledge Management Research and Practice (Taylor & Francis), 2023.
- Guest Editor, Special Issue on "Ownership, Organisation, and Strategies in the Sports Industry," Journal of Strategy and Management (JSMA) (Emerald Publishing), UK, (Forthcoming in 2024).
- Guest Editor, Special Issue on "The Open Innovation Paradigm as a New Challenge for Knowledge Management and KM Strategy," Journal of Strategy and Management (JSMA) (Emerald Publishing), UK, (Forthcoming in 2025).
- Certificate of Outstanding Contribution in Reviewing, Knowledge Management Research and Practice (KMRP) Journal, The Operational Research (OR) Society, UK, 2021.
- Invited Keynote Speaker, 4th International Conference on Innovation and Knowledge Management (iKM), organized by Tsinghua University, Beijing, China, 2021.
- Selected Representative of Stockholm Business School, Stockholm University, Sweden-South Korea Academic Research Partnership, Swedish Academic Collaboration Forum (SACF), Seoul, 2015.
- Emerald Literati Award Winner, Highly Commended Paper published in Journal of Knowledge Management, Emerald Publishing, UK, 2014.