Knowledge strategic choices in implementing knowledge strategy: Case of malaysian hotel industry

• Published in: Theory and Practice in Hospitality and Tourism Research - Proceedings of the 2nd International Hospitality and Tourism Conference 2014
• Main Author: Ismail H.; Radzi S.M.; Ahmad N.; Nordin S.K.A.
• Format: Conference paper
• Language: English
• Published: CRC Press/Balkema 2015
• Online Access: https://www.scopus.com/inward/record.uri?eid=2-s2.0-84907323474&doi=10.1201%2fb17390-12&partnerID=40&md5=848443e184e92ce0154a3cab3405b23e

Malaysian Government has encourages majority industry players who contributing toward national's Gross National Income (GNI) to have the cognizance of managing knowledge asset. Since the business environment in Malaysia are highly competitive, all the industry players including hotel industry must consider knowledge as a vital asset in implementing business strategy. It is expected that Knowledge Management (KM) via the Knowledge Strategy (KS) implementation with the appropriate knowledge strategic choices enable hotels to achieve sustainable competitive advantages. Therefore, this proposed that the execution of KS will guide Malaysian hotel industry to manage the valuable asset of knowledge. 120 hotels located in Malaysia were agreed to participate in this study and the data were eligible to for analysis process. Exploratory Factor Analysis (EFA) was conducted and result has confirmed that hotels Malaysia have selected six appropriate knowledge strategic choices as to implement successful KS. © 2015 Taylor & Francis Group.