Manufacturing knowledge management strategy

D. Shaw*, J.S. Edwards

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


The study sought to understand the components of knowledge management strategy from the perspective of staff in UK manufacturing organizations. To analyse this topic, we took an empirical approach and collaborated with two manufacturing organizations. Our main finding centres on the key components of a knowledge management strategy, and the relationships between it and manufacturing strategy and corporate strategy. Other findings include: the nature of knowledge in manufacturing organizations; the relevance of (in)formal processes; top-down and bottom-up communication; taking ownership for information processes. We also make comments on the development of action plans for better knowledge management. The implications are that, for an integrated approach to knowledge management strategy in manufacturing organizations, involvement across the organization and at all levels is necessary.

Original languageEnglish
Pages (from-to)1907-1925
Number of pages19
JournalInternational Journal of Production Research
Issue number10
Publication statusPublished - 15 May 2006

Bibliographical note

This is an electronic version of an article published in Shaw, Duncan A. and Edwards, John S. (2006). Manufacturing knowledge management strategy. International Journal of Production Research, 44 (10), pp. 1907-1925. International Journal of Production Research is available online at:


  • knowledge management
  • knowledge management strategy
  • manufacturing strategy
  • operations


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