Strategy maps : a tool for strategic management with high impact on organisational knowledge creation and integration ; unforeseen experiences from a balanced scorecard project in the healthcare sector

In the context of the Balanced Scorecard development in the Upper Austrian Gesundheits- und Spitals AG (gespag) the methodology of strategy maps was applied in order to build a base for the definition of relevant areas of strategic measures. When applying the methodology it turned out that it is very supportive also from the knowledge management perspective (especially 2nd Generation KM), e.g. for the explication of knowledge, cognitive mapping, the creation of a common-mindset (organisational learning), the storage of information and individual learning about strategy and systemic thinking. Furthermore, it allows organisational knowledge integration meaning that people can integrate both the explicated knowledge in their system or their work, and the appropriate “sense” of the further information provided. The intention of the article is to show that methods of strategic management, and possibly from many other fields, can also be very beneficial in a knowledge management context. -- Knowledge management ; knowledge creation ; knowledge integration ; strategy maps ; balanced scorecard