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Strategic Implementation Effectiveness: The Role of Knowledge Process and Infrastructure Capabilities

Strategic Implementation Effectiveness: The Role of Knowledge Process and Infrastructure Capabilities

Sineenad Paisittanand, L. A. Digman, Sang M. Lee
Copyright: © 2010 |Volume: 1 |Issue: 2 |Pages: 27
ISSN: 1947-3095|EISSN: 1947-3109|EISBN13: 9781609603694|DOI: 10.4018/jsita.2010040104
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MLA

Paisittanand, Sineenad, et al. "Strategic Implementation Effectiveness: The Role of Knowledge Process and Infrastructure Capabilities." IJSITA vol.1, no.2 2010: pp.55-81. http://doi.org/10.4018/jsita.2010040104

APA

Paisittanand, S., Digman, L. A., & Lee, S. M. (2010). Strategic Implementation Effectiveness: The Role of Knowledge Process and Infrastructure Capabilities. International Journal of Strategic Information Technology and Applications (IJSITA), 1(2), 55-81. http://doi.org/10.4018/jsita.2010040104

Chicago

Paisittanand, Sineenad, L. A. Digman, and Sang M. Lee. "Strategic Implementation Effectiveness: The Role of Knowledge Process and Infrastructure Capabilities," International Journal of Strategic Information Technology and Applications (IJSITA) 1, no.2: 55-81. http://doi.org/10.4018/jsita.2010040104

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Abstract

The creation and the use of knowledge have been regarded as important issues for management. A wide range of studies have investigated this topic during the last decade. Notwithstanding these contributions, little systematic attention has been paid to the linkages between knowledge capabilities and strategy implementation. Drawing from knowledge capabilities theory and strategy implementation literature, two aspects of knowledge capabilities in an organization and their effect on strategy implementation effectiveness are investigated; knowledge process capabilities (KPC) and knowledge infrastructure capabilities (KIC). This study hypothesized that KPC affects strategy implementation effectiveness (SIE) and that KPC affects KIC. The third hypothesis proposed the effect of KIC on SIE by examining the mediating role played by KIC in linking KPC and SIE. 1,321 middle-managers were sent questionnaires via electronic mail and 162 were returned. The findings indicated the presence of a mediation effect of KIC on the relationship between KPC and SIE. This study provides guidelines for middle-managers to better understand how to develop activities of KPC and KIC for SIE. In this study, the authors enhance understanding of the strategic importance of knowledge in an organization, especially in the area of strategy implementation.

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