Written by some of the leading international scholars in the field, this book presents the current state-of-the-art in knowledge management.

The book offers a strong response to the need for a body of scientific knowledge on the understanding, managing and measuring of knowledge in organizations and brings an international perspective to bear on the issues bridging theory and practice through case study illustrations from Europe, Japan and American companies.

Knowledge as a Strategic Resource

Knowledge as a strategic resource
GilbertProbst, BettinaBüchel and SteffenRaub

‘In our view, the central competitive dimension of what firms know how to do is to create and transfer knowledge efficiently within an organizational context’ (Kogut and Zander, 1993: 384). This statement not only points out that learning to manage knowledge is a source of competitive advantage, but also integrates two formerly separate streams of research: the resource-based view of the firm (Wernerfelt, 1984; Barney, 1991) and organizational learning (Fiol and Lyles, 1985; Huber, 1991).

One of the critical questions within the organizational learning field has been to establish a link between individual learning and organizational learning. Building on the idea that individual learning is not sufficient for organizations to be successful, organizational learning ...

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