The knowledge movement is sweeping through the field of strategy. The last several years have witnessed the widespread use of a knowledge perspective for research on a variety of topics within strategy, including alliances (Mowery et al, 1996; Simonin, 1999), capabilities transfer (Zander and Kogut, 1995; Szulanski, 1996), acquisitions (Ranft and Lord, 1998; Zollo and Singh, 1999) and product development (Hargadon and Sutton, 1997; Hansen, 1999). An emerging knowledge-based view (KBV) of strategy underlies this research. This perspective considers knowledge as the most strategically significant resource of the firm (Grant, 1996a), and its proponents argue that heterogeneous knowledge bases and capabilities among firms are the main determinants of sustained competitive advantage and ...
Knowledge-Based View: A New Theory of Strategy?
Knowledge-based view: A new theory of strategy?