Given the difference between KNOWLEDGE STRATEGY and KNOWLEDGE MANAGEMENT STRATEGY, this study analyzes and compares KNOWLEDGE STRATEGY and KNOWLEDGE MANAGEMENT STRATEGY research. This study is a descriptive-scientific approach that uses co-word and social network analysis techniques. The research community is the scientific studies of the KNOWLEDGE STRATEGY and KNOWLEDGE MANAGEMENT STRATEGY in the WOS. Histcite, Excel, and Gephi software were used to analyze the data and VOS viewer to draw the maps. The United States and China have the highest production in the fields of KNOWLEDGE STRATEGY and KNOWLEDGE MANAGEMENT STRATEGY. Bratiano and Birli have the highest production and citations in the field of KNOWLEDGE STRATEGY, and Hansen, Neuchrea and Tierney have the highest production and citations in the field of KNOWLEDGE MANAGEMENT STRATEGY. The business economy has contributed the most to the production of studies in both fields. Padua University has the largest participation in both fields. The keywords of the KNOWLEDGE STRATEGY constitute 5 clusters and the KNOWLEDGE MANAGEMENT STRATEGY constitute 8 clusters. There are 534 common keywords in the thematic clusters of these two fields. The growth trend of scientific production of two fields is ascending and more products and citations in the field of KNOWLEDGE MANAGEMENT STRATEGY show more attention of researchers to this field. The field of information science has more participation in research productions of KNOWLEDGE STRATEGY than the field of computer science.

In KNOWLEDGE MANAGEMENT study, KNOWLEDGE MANAGEMENT STRATEGY and KNOWLEDGE STRATEGY are new and innovative concepts which are not often the focuses of projects carried out in the country. Therefore the present study intends to study and clarify the necessities, functions and models related to these two concepts and their differences in organizations. This is a library based research and the method of note taking has been used in collection of data from internet, books, Persian and English scientific articles and theses related to this research. In this article after the statement of the problem and the significant of the problem, KNOWLEDGE MANAGEMENT STRATEGY and KNOWLEDGE STRATEGY, using first hand resources were studied. The research results indicate that despite the differences between the nature and the function of these two concepts, the organizations need to develop separately their KNOWLEDGE MANAGEMENT STRATEGY and KNOWLEDGE STRATEGY to carry out KNOWLEDGE MANAGEMENT projects. KNOWLEDGE MANAGEMENT STRATEGY is based on the categorization of KNOWLEDGE into explicit and implicit KNOWLEDGE. The KNOWLEDGE STRATEGY explains the type of KNOWLEDGE, extent, type of sources and ways organization used to support the strategic planning.

Many researchers, professionals, and managers believe that KNOWLEDGE is one of the key assets of organizations and businesses in the current era. In this regard, the term KNOWLEDGE STRATEGY has been considered in order to clarify the KNOWLEDGE assets for the organization, which ultimately improves the efficiency and effectiveness of the organization by implementing KNOWLEDGE MANAGEMENT and formulating a KNOWLEDGE MANAGEMENT STRATEGY. The book "KNOWLEDGE STRATEGY and KNOWLEDGE MANAGEMENT" seeks to explain two main concepts, namely "KNOWLEDGE STRATEGY" and "KNOWLEDGE MANAGEMENT STRATEGY" in four chapters. This book is one of the first works in the Persian language to focus on the concept of KNOWLEDGE STRATEGY. Although the book addresses an important issue that is one of the key needs business managers, the distinction between strategic MANAGEMENT, KNOWLEDGE STRATEGY, strategic KNOWLEDGE MANAGEMENT, etc. is not clearly stated. The purpose of this article is to review the book "KNOWLEDGE STRATEGY and KNOWLEDGE MANAGEMENT" from different aspects.

This paper examined relationship between KNOWLEDGE MANAGEMENT strategies and organizational performance relying on a theory borrowed from economics. The empirical part of the study is based on data on KM strategies and organizational performance collected from a sample of 131 Iranian firms. Results suggested three types of relationship among KM strategies: noncomplementary and non-critical symmetric complementary and asymmetrical complementary. Integrating explicit and tacit KM strategies results in a non-complementary one leading to a higher level of organizational performance. Analysis of KM strategies based on KM source showed that companies could benefit from both inward and outward KM strategies.Combining tacit and explicit KM strategies leads to a complementary relationship, which reflects synergistic effects of KM strategies on performance.

KNOWLEDGE MANAGEMENT is the promotion of a comprehensive approach to identify, capture, recover, share and evaluate an organization's information capital and affects various aspects of the organization. Organizations have to design corporate KNOWLEDGE MANAGEMENT strategies according to their organization's environment. The aim of the current research is to achieve the pattern of KNOWLEDGE MANAGEMENT STRATEGY establishment in aid organizations in Tehran metropolis. This research is a part of mixed exploratory research (qualitative and quantitative). In the qualitative part, the Delphi technique and 12 experts were used to determine the components and indicators of the research; Then, by using Micmac software and structural-interpretive method (ISM), factor stratification was done. In the quantitative part of cluster random sampling method, 217 employees of aid organizations were selected and analyzed with SmartPLS software. The findings showed that the structural-interpretive technique showed that the factor of exploiting the two-column system of the learner is at the highest level, i.e. the first level, and the continuous performance and discovery of the KNOWLEDGE base is at the lowest level. The results showed that there is a difference between the components and the establishment pattern. There is a significant relationship between the KNOWLEDGE MANAGEMENT STRATEGY of relief organizations in Tehran metropolis

KNOWLEDGE MANAGEMENT can act as a different element in E-commerce environment, and help people to accept their new roles and responsibilities easier and faster in e-commerce environment. Successful implementation of KNOWLEDGE MANAGEMENT requires an analysis of the key factors of KNOWLEDGE MANAGEMENT, viable action based on known element. This matter causes better and precise usage of KNOWLEDGE and achieving beneficial competition in E-banking. Hence, in this study includes descriptive-analytical, we have focused on impact of KNOWLEDGE MANAGEMENT strategies and leadership factor in E-banking, Mellat bank of Qom was chosen to work on this project practically. And for prioritization of criteria is used fuzzy analytic hierarchy method. The results indicate that the three main criteria of "top MANAGEMENT support, KNOWLEDGE MANAGEMENT STRATEGY and organizational STRATEGY", respectively, are of paramount importance.