Knowledge and Strategy

Michael H. Zack, Editor

Resources for the Knowledge-Based Economy Series
Butterworth-Heinemann, 1999


Organizational knowledge is the most valuable strategic resource, and the ability to create and apply it the most important capability for generating competitive advantage. Knowledge and Strategy addresses the link between knowledge management and business strategy. The articles in this book offer a solid foundation for understudying why managing knowledge should be part of every organization's business strategy.

Following an introduction written by Michael Zack, the book is divided into four parts. Part One, "The Resource-Based View of the Firm," introduces the concept that firms compete based on their strategic resources and capabilities rather than specific products and services. Part Two, "The Resource-Based View of Knowledge," uses the resource-based view as a jumping-off point to explicitly consider knowledge as a key strategic resource. Part Three, "Characteristics of Knowledge as a Strategic Asset," examines those characteristics of knowledge that enable it to function as a strategic resource and addresses the implications for its management. Part Four, "Knowledge and Strategy," explicitly examines the relationship between knowledge and strategy and the implications for managing knowledge to create competitive advantage.


Michael H. Zack

Part One The Resource-Based View of the Firm

The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation
Robert M. Grant

Competing on Resources: Strategy in the 1990s
David J.Collis and Cynthia A. Montgomery

The Core Competence of the Corporation
C. K. Prahalad and Gary Hamel


Part Two The Resource-Based View of Knowledge

Exerpt from The Theory of The Growth of the Firm
Edith T. Penrose

Beyond the Knowledge Worker
Paul, M. Romer

Dynamic Capabilities and Strategic Management
David J. Teece, Gary Pisano and Amy Shuen

Organizational Knowledge, Collective Practice and Penrose Rents
J. -C. Spender

Prospering in Dynamically Competitive Environments: Organizational Capability as Knowledge Integration
Robert M. Grant


Part Three Characteristics of Knowledge as a Strategic Asset

Knowledge and Competence as Strategic Assets
Sidney G. Winter

The Strategic Analysis of Intangible Resources
Richard Hall

Knowledge, Strategy, and the Theory of the Firm
Julia Porter Liebeskind


Part Four Knowledge and Strategy

Tacit Knowledge: The Key to the Strategic Alignment of Intellectual Capital
Hubert Saint-Onge

Generic Knowledge Strategies in the U.S. Pharmaceutical Industry
Paul Bierly and Alok Chakrabarti

Is Your Firm a Creative Destroyer? Competitive Learning and Knowledge Flows in the Technological Strategies of Firms
Max H. Boisot

Leveraging Intellect
James Brian Quinn, Phillip Anderson, and Sydney Finkelstein


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