Today, knowledge is the most strategically important resource and learning the most strategic opportunities for business organizations. However, many of the initiatives taken for the development and use of organizational knowledge is clearly not related to or framed business strategy. In fact, most knowledge management initiatives is seen primarily as an information systems project. While many managers intuitively believe that the strategic advantage can come from knowing more than the competition, they are not able to clearly articulate the relationship between knowledge and strategy. This article serves as a basis for making this link and assess the competitive position of the organization with respect to its intellectual resources and capabilities. He recommends that organizations implement a knowledge-based SWOT-analysis (strengths, weaknesses, opportunities and threats) analysis, comparing their knowledge to their competitors and the knowledge necessary to carry out its strategy. "Hide
by Michael Zak Source: California Management Review 22 pages. Publication Date: April 1, 1999. Prod. #: CMR151-PDF-ENG
Related Case Solutions & Analyses:
Umpqua Bank: Managing the Culture and Implementing the Brand
Effects of Participation on B2B Exchanges: Resource-Based View
WLR Foods and Tyson Foods
Energy Gel: New Product Introduction (A)
Framing for Learning: Lessons in Successful Technology Implementation
Vignette: The Rebar Dilemma
Beyond the Business Case: New Approaches to IT Investment
Strategic Outsourcing
CML Group Inc.: Going Public (A)
Psychology of Waiting Lines
