Strategic fit among knowledge attributes, knowledge management systems, and service positioning

Knowledge management systems (KMSs) support high‐quality services while shaping and improving positioning of services. Given such strategic importance of KMS, this study explores the effects of different types of KMS, which respond to the attributes (i.e., diversity and tacitness) of collective knowledge, on service (re‐)positioning. Through a case study of a financial consulting company at the core of KMSs, combinations of the two knowledge attributes are used to determine which type of KMS (i.e., information library, deepened stock, thought islands, and shared brain) offers the greatest efficiency and effectiveness in service (re‐)positioning. The joint concerns of service innovation scope and specificity are also considered. Finally, the study discusses the theoretical and practical implications on KMS design and functionality in the new business age of service innovation.