Journal of Knowledge Management, Volume 21, Issue 2, Page 233-253, April 2017.
Purpose Knowledge strategy and its planning are affected by uncertainty and environmental turbulence. This paper aims to discuss these issues and present knowledge strategy planning as an integrated approach for facing these conditions. Design/methodology/approach Based on an extensive survey and an original re-elaboration of the literature, the paper addresses these research questions: What is the meaning of knowledge strategy, and how can it be related to concepts such as strategic thinking, business strategy and knowledge management (KM) in organizations? What are the limitations of a pure rational approach to knowledge strategy in turbulent environments and under uncertainty? and What approaches can be consequently proposed to formulate knowledge strategies? Findings The study provides a critical reading of the current literature. Also, it proposes an integrated approach that sees planning as a continuous effort of learning and adaptation to needs and opportunities that dynamically emerge from daily practices. Research limitations/implications The proposed framework can inspire a new research agenda to detect how knowledge strategies are planned in companies and how they are continuously adapted on the basis of a dialog between rational contributions and perceptions of reality, practical views, intuitions and emotions. This can also inspire a new agenda for company strategists and KM professionals. Originality/value In the literature, little attention has been devoted to knowledge strategy planning. The paper contributes to fill this gap and proposes a new way to see knowledge strategy as an integration of rational thinking and dynamic learning.