Chapter

Strategy and Knowledge Creation

Georg Von Krogh, Kazuo Ichijo and Ikujiro Nonaka

in Enabling Knowledge Creation

Published in print January 2000 | ISBN: 9780195126167
Published online October 2011 | e-ISBN: 9780199848720 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195126167.003.0004
Strategy and Knowledge Creation

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Because of the way managers acknowledge the significance of knowledge and the entire knowledge-management movement to their organizations, these should play no small part in the formulation of the companies' business strategies. Strategic discussions have hitherto focused more on measurable objectives and results and narrowly defined ideas before even considering matters of knowledge creation. Although these strategies may aid in attaining short term growth, these will not allow companies to advance into new product areas or markets. Also, such strategies may not help the company in keeping up with the continuously expanding multinational transactions and product developments. Although knowledge may be attributed with a certain degree of uncertainty, creating new knowledge and finding new ways to effectively make use of this knowledge has undeniably made its mark as an essential element of business strategy.

Keywords: knowledge; knowledge management; business strategies; knowledge creation; multinational transactions; product developments

Chapter.  12680 words.  Illustrated.

Subjects: Knowledge Management

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