knowledge and competence as strategic assets pdf

Knowledge And Competence As Strategic Assets Pdf

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One of the most challenging decisions a company can confront is whether to diversify: the rewards and risks can be extraordinary. What makes diversification such an unpredictable, high-stakes game?

Knowledge and Competence as Strategic Assets

Skip to search form Skip to main content You are currently offline. Some features of the site may not work correctly. DOI: At times, particular approaches to the acquisition and profitable exploitation of productive knowledge—such as the experience curve—have been the central focus of strategic discussion. View via Publisher.

To Diversify or Not To Diversify

Cyrino II. E-mail: fvasconcelos fgvsp. E-mail: abcyrino fdc. This article analyzes the convergence between business strategy and organizational theory, by making a detailed comparative study of four theories focusing competitive advantage phenomena. These theories include the strategic positioning school, the resource-based view, the market processes and the dynamic competencies theory. We conclude the convergence between organizational theory and business strategy is a promising research opportunity for both disciplines.

To browse Academia. Skip to main content. By using our site, you agree to our collection of information through the use of cookies. To learn more, view our Privacy Policy. Log In Sign Up. Download Free PDF. Journal of Knowledge Management Managing organizational knowledge as a strategic asset Article information.

The system can't perform the operation now. Try again later. Citations per year. Duplicate citations. The following articles are merged in Scholar. Their combined citations are counted only for the first article. Merged citations.

Knowledge and Competence as Strategic Assets

Handbook on Knowledge Management 1 pp Cite as. The firm is a repository for knowledge—the knowledge being embedded in business routines and processes. Distinctive processes undergird firm-specific assets and competences defined as integrated clusters of firm-specific assets. These competences reflect both individual skills and experiences as well as distinctive ways of doing things inside firms.

Knowledge and Competence as Strategic Assets

Teece , Gary Pisano, and Amy Shuen. Dynamic capabilities can be distinguished from operational capabilities, which pertain to the current operations of an organization. The basic assumption of the dynamic capabilities framework is that core competencies should be used to modify short-term competitive positions that can be used to build longer-term competitive advantage. Watch Dr. Teece and others describe dynamic capabilities and strategy:. Dynamic Capabilities: Addressing Deep Uncertainties. Dynamic Capabilities: Framing the Problem through Sensing.

The purpose of this article is to analyze the implications for competitive advantage deriving from strategic knowledge and knowledge transfer process. Based on the KBV and knowledge management literature, the current paper considers the importance of both elements. Specifically, the paper focuses on strategic knowledge and knowledge transfer process. The contributions of this paper are the proposal of strategic knowledge characteristics and the suggestion of a theoretical framework to study the internal transfer of strategic knowledge. The main conclusion is that the characteristics of knowledge that generate competitive advantage also create barriers for internal transfer. The research question addressed here is what firms must do to transfer strategic knowledge within the firm while limiting involuntary transfer.

E-mail: mdmoj com. Discovering the ways through which firms develop and maintain competitive advantage is a central research stream in management theory. The objective of this paper is to present a contribution to the discussion of the knowledge of the firm as a source of competitive advantage. The paper states that a firm's success is a consequence of its ability in the continuous development of core competencies that will sustain its competitiveness over time. Core competencies are understood as the sets of knowledge that differentiate a company strategically.


The essence of the firm is its ability to create, transfer, assemble, integrate, and exploit knowledge assets. Knowledge assets underpin competences, and.


Dynamic Capabilities

Citations per year

Justus M. Kyengo , James Kilika. Journal of Business and Economic Development. Abstract : Each firm faces a unique set of competitors when similarities among products and resources are considered to identify competitors. Despite much debate in the strategy literature on strategic assets, competitive capabilities and firm performance this debate has generated little consensus, hence the knowledge gap that the current paper seeks to fill.

Knowledge and Competence as Strategic Assets

Чатрукьяну было всего двадцать три года, и он относительно недавно начал работать в команде обеспечения безопасности, однако был хорошо подготовлен и отлично знал правила: в шифровалке постоянно дежурил кто-то из работников его службы… особенно по субботам, когда не было криптографов. Он немедленно включил монитор и повернулся к графику дежурств на стене. - Чья смена? - громко спросил он, пробегая глазами список.

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