Many theorists argued that firms should obtain and manage their unique resources for sustained competitive advantage under the hyper-competitive business environment. Knowledge has been recognized as one of key strategic resource, which is scare, valuable and reasonably durable in both KM literature and practice. However, firms usually face difficulties in identifying which knowledge is a core strategic resource, so that they are wasting time and managerial energies by managing all of knowledge in an organization.
In this paper, we suggest the Performance-driven and Process-based Knowledge Requirements Analysis Methodology ($P^2-KRA$). $P^2-KRA$ is a systematical methodology designed to derive core knowledge from key processes that achieve organizational performance. It composes of 4-phase processes: Deriving core performance indicator, Analyzing process, Deriving core knowledge and Analyzing requirements-level of knowledge.
By applying $P^2-KRA$ to the real case of a credit-rating company, we could decide easily which knowledge is critical to improve organizational performances. We also could find out that there is some knowledge, which are very important resources but has been ignored by most organizations. Finally, we can expect that organizations can effectively make their knowledge strategy planning (KSP) with the suggested methodology.
