Previous studies have seldom addressed the design of knowledge management (KM) strategy based upon environmental and organizational learning factors. The case study was conducted on four large organizations representing four combinations (customer-driven * process-oriented tasks, customer-driven * content-oriented tasks, technology-driven * process-oriented tasks, technology-driven * content-oriented tasks) of two knowledge driving environments namely, organizational positioning and task characteristics. The results show that organizational positioning and task factors influence the organizational learning and knowledge conversion processes. In addition, this study proposes an association between KM strategies and knowledge conversion processes, as well as between KM strategies and related KM practices.
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