As we move from the industrial age to the information age, the key to the competitive success of organizations becomes the application and development of specialized knowledge and competencies. Based on research and practice, Managing Knowledge addresses a wide area of issues concerning knowledge management, ranging from knowledge transfer and developments between organizations, to knowledge management within organizations. Divided into two parts, this volume reflects a fundamental conceptual distinction between two worldviews. The first part contains chapters characterized by “representationism,” or traditional approaches to viewing knowledge transfer and cooperative strategies; the second part comprises chapters characterized by “antirepresentationism,” or new perspectives on knowledge and knowledge transfer in organizational cooperation. Contrasting established approaches with new thinking on knowledge as an organizational resource, Managing Knowledge will be important and stimulating reading for academics and students in strategic management and general management studies.
Chapter 1: Representationism: The Traditional Approach to Cooperative Strategies
Representationism: The Traditional Approach to Cooperative Strategies
Whatever you think about an alliance, it is always on the move to something else. I will be disappointed if what I believe will happen tomorrow, today, is what will happen.
Cooperative Strategies and Knowledge
Over the last decade, cooperative strategies have become an essential feature of companies’ overall organizational activity. More and more companies have realized that competitive advantage increasingly depends not only on their internal capabilities and industry characteristics, but also on the way they cooperate with other companies. Cooperative strategies can be defined as intended horizontal and vertical strategic connections between firms which share compatible goals, strive for mutual benefits, and acknowledge a ...