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.
Strategic management has a twofold purpose: to develop and sustain current competitive advantages for the firm (D'Aveni, 1995), and to build competitive advantages for the future (Hamel and Prahalad, 1994). Current competitive advantages hinge on the firm's command of, access to and effective utilization of resources and knowledge. These resources and knowledge allow the firm to implement cost advantages, differentiation advantages (Porter, 1980; Barney, 1991) or both (Hamel and Prahalad, 1994). According to resource-based theory of strategy, knowledge and resources that are unique, valuable, imperfectly imitable and impossible to substitute allow firms to sustain their competitive advantage, even facing attempts by competitors to duplicate the competitive advantage (Barney, 1991). To achieve this first purpose of strategic management, strategists ...