Today, knowledge has become a strategically valuable asset (Akhavan and Pezeshkan, 2014)
that can be considered as a strategic competitive advantage (Akhavan et al., 2013). An
important factor to develop Knowledge Management (KM) strategies is concentration on
KM (Hansen et al., 1999; and Zack, 1999). KM strategies specify the manner in which knowledge
resources and capabilities are employed (Choi and Lee, 2002). They are associated with an
organization’s purposes and strategies, with which they should be aligned. Therefore, each
organization is identified with a set of KM strategies. They help in distinguishing the organization and its motives. KM maturity presents a solution for evaluating KM stages and
identification of its levels (Lin et al., 2012). An influential factor in the selection of the KM
strategies is measurement and identification of an organization’s level of KM maturity.
Identification of KM’s maturity level allows for development of different KM strategies. A
clear-cut conformity is witnessed among KM strategies and KM’s maturity level. This study
focuses on Hansen et al.’s (1999) KM strategy, since it is well-known in KM area, to which
several references have been made, and it is easily comprehensible to experts. On the other
hand, different models for determination of KM’s maturity level have been developed. Among
them K3M model is more complete and easy than other models and is selected for this study.
This paper studies the case of Oil Industries’ Commissioning and Operation Company (OICO),
Iran. This study tries to answer the following question: What strategies are proposed according
to the organization’s maturity level?