Building Knowledge Management into Strategy: Making Sense of a New Perspective
1999; Elsevier BV; Volume: 32; Issue: 1 Linguagem: Inglês
10.1016/s0024-6301(98)00142-3
ISSN1873-1872
Autores Tópico(s)Competitive and Knowledge Intelligence
ResumoStrategy at the Leading Edge features short reports on conferences, new research and experiments by academics, organizations and consultancies for all those involved in strategy and strategic management. Contributions (two hard copies and a disk) should be sent to Martin Whitehill, City University Business School, Frobisher Crescent, Barbican Centre, London EC2Y8HB E-mail: [email protected]. Knowledge management is rapidly becoming one of the next big trends. All the signs are apparent in the number of recent conferences, articles and books devoted to the topic. Even the comic strip Dilbert has taken notice and poked fun at it. Our experience of earlier management trends, including BPR, organizational learning and TQM, might cause sceptics to question: so whats new here? The experiences of knowledge management pioneers in North America and Europe show that real and significant results are possible. However, as with older methodologies, good planning and implementation are essential and success is not guaranteed. This paper explores how managers might build knowledge management into the strategy process in their firms. Much has already been written about the philosophy and concepts of knowledge and intellectual capital. Less attention has been focused on how to combine a knowledge perspective with established strategy tools, or how to develop unique knowledge-based sources of sustainable competitive advantage. Gary Hamel and C.K. Prahalad have observed that managers typically spend too little time thinking seriously about strategy and the future. We need to ensure that in this limited time, the important dimension of knowledge doesnt get overlooked. © 1999 Elsevier Science Ltd. All rights reserved
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