Knowledge management in the emerging strategic business process: information, complexity and imagination

Abstract

This article features a descriptive proposal that examines the different conceptual dimensions of knowledge (basically the epistemological, ontological, systemic and strategic dimensions) that are involved in the emerging strategic process of organizations. Included in this process are aspects of information, complexity and imagination that make up the spirals of knowledge. In this study we aim to shed light on knowledge management in strategy‐making so that the different categories of knowledge may emerge and develop their potential within an organization and interact among each other. The goal is to create sustainable competitive advantages or essential competencies that help a business to succeed. Considering a constructionist approach to knowledge – specifically, the theory of knowledge creation developed by Nonaka and Takeuchi – we conclude that the formation of the strategy is a double‐loop knowledge creating process. Finally, we outline some of the main practical implications of our position.

​Measurement of Knowledge Loss in an Organization: A Case Study​

“…These knowledge gaps are difficult to identify until unexpected quality problems, mistakes, costly disruptions in performance or operations, loss of competitive advantage and even tragic accidents occur (DeLong, 2004). It is estimated that between 50 and 90 percent of the corporate know-how resides in the minds of people (Duhon, 1998;Campos and Sa´nchez, 2003) and in their experience of actions (the way they do things).…”

Intellectual capital management and Its effect on innovation and performance of MSMEs: An empirical study

“…Derivado de ello y luego de un análisis exhaustivo de los diferentes modelos existentes, nuestra investigación se sustenta en las siguientes corrientes teóricas, en primer lugar la teoría del conocimiento que fuera esbozada por Nonaka (1991) y revisada Nonaka, & Toyama (2003) sostiene que la fuente más importante de capacidades se encuentra en el conocimiento, siendo ésta la única fuente de ventaja competitiva duradera. Derivada de estas teorías se desprende a su vez la teoría del capital intelectual que surgiera por las ideas pioneras de (Edvinsson (1997) y Sveiby (1997), y enriquecida luego por una gran cantidad de aportes tanto teóricos como empíricos (Bontis, 1998;Bueno-Campos, Salmador-Sánchez, & Merino-Moreno, 2008), la que sostiene que son los activos intangibles los que conducen al éxito de las empresas o lo que es lo mismo a la generación de ventajas competitivas sostenibles. Por su parte, la teoría de los recursos y capacidades o RBV, esbozada por Barney (1991), nos suministra una forma para explicar cómo se pueden generar ventajas competitivas y mayor rendimiento en las empresas (Kozlenkova, Samaha, & Palmatier, 2014).…”

“…Derived from this and after an exhaustive analysis of the different existing models, our research is based on the following theoretical currents, first of all the theory of knowledge that was outlined by Nonaka (1991) and revised Nonaka, & Toyama (2003) argues that the most important source of capabilities is in knowledge, this being the only source of lasting competitive advantage. Derived from these theories, the theory of intellectual capital that arose from the pioneering ideas of (Edvinsson (1997) and Sveiby (1997), and then enriched by a large number of theoretical and empirical contributions (Bontis, 1998;Bueno-Campos, Salmador-Sánchez, & Merino-Moreno, 2008), which argues that it is intangible assets that lead to the success of companies or what is the same to the generation of sustainable competitive advantages. For its part, the theory of resources and capabilities or RBV (Resource-Based View), outlined by Barney (1991), provides us with a way to explain how competitive advantages and higher performance can be generated in companies (Kozlenkova et al, 2014).…”

“…Otro de los precursores de esta corriente, Bontis (1998) desde la teoría basada en los recursos y capacidades-RBV, sostiene que la gestión de este activo puede generar una nueva fuente de recursos para que las empresas sean innovadoras generando valor y siendo más competitivas. Lo que posteriormente fuera reafirmado también por Bueno-Campos, Rodriguez-Jericó, & Salmador- Sánchez (2009). Sin embargo, es poco el valor que se le asigna a este factor por parte de las empresas, en especial las pequeñas y medianas (MIPYMES), ya que desconocen su valor e importancia (Brooking, 1998;Serenko et al, 2007).…”

“…El capital intelectual es definido por Brooking (1998), como la combinación de recursos intangibles que permiten a la empresa generar crecimiento, eficiencia y estabilidad. Tales recursos intangibles se encuentran concentrados según gran parte de la literatura en tres grupos, capital humano, capital estructural y capital relacional (Akram, Lei, Hussain, Haider, & Akram, 2016;Bontis, 1998;Bueno Campos et al, 2009;Edvinsson, & Malone, 1997;Ray, Xue, & Barney, 2013). El capital humano, contiene el conocimiento, habilidades, capacidades y actitudes del personal tanto directivo como operativo (Bontis, Keow, & Richarson, 2000;Bueno Campos, 2013;Hashim, Osman, & Alhabshi, 2015;Roos et al, 1997).…”