While in theory what an organization knows is fundamental to its success, in practice only a few companies have seen significant business results from their knowledge management (KM) initiatives. Therefore, many knowledge managers are rethinking how and where knowledge really adds value. Connecting knowledge activities to core business processes is slowly coming to be recognized as a second, and more effective, stage of KM in organizations. This paper examines how practicing knowledge managers from several different organizations are knowledge-enabling business processes to deliver business value. It then integrates their experiences with previous research to present a preliminary framework of how to link KM better into business process design activities.
Smith, H., & McKeen, J. (2004). Developments in Practice XII: Knowledge-Enabling Business Processes. Communications of the Association for Information Systems, 13, pp-pp. https://doi.org/10.17705/1CAIS.01304