Today, knowledge is considered the most strategically important resource and learning the most strategically important skills for business organizations. However, many initiatives are taken to develop and use organizational knowledge is not explicitly linked or framed by the company’s business strategy. In fact, most knowledge management initiatives are viewed primarily as an information systems projects. While many managers believe that intuitive strategic advantage can c … Read more »

Today, knowledge is considered the most strategically important resource and learning the most strategically important skills for business organizations. However, many initiatives are taken to develop and use organizational knowledge is not explicitly linked or framed by the company’s business strategy. In fact, most knowledge management initiatives are viewed primarily as an information systems projects. While many managers intuitively believe that strategic advantage can from knowing more than the competition come, they are not explicitly articulate the connection between knowledge and strategy. This article provides a framework for the production and the link for the assessment of a company in terms of its competitive position intellectual resources and capabilities. It is recommended that organizations conduct a knowledge-based SWOT analysis (strengths, weaknesses, opportunities and threats) analysis, comparing their knowledge to their competitors and the necessary knowledge to carry out their own strategy.
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Michael Zack
Source: California Management Review
22 pages.
Release date: 01 April, 1999. Prod #: CMR151-PDF-ENG
Development of a knowledge strategy HBR case solution