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A knowledge-based theory of the firm to guide in strategy formulation

A knowledge-based theory of the firm to guide in strategy formulation This article is seeking to explore the practical implications of an epistemological approach to strategy formulation. In doing so it tries to expand the field of knowledge management and intellectual capital beyond its operational and often inwardly technological focus to a new theory of the firm. A resource-based perspective is suggested, using autopoietic epistemology to guide strategy formulation. People use their capacity-to-act in order to create value in mainly two directions; by transferring and converting knowledge externally and internally to the organisation. The value grows each time a knowledge transfer or conversion takes place. The strategy formulation issues are concerned with how to utilise the leverage and how to avoid the blockages that prevent sharing and conversion. Activities that form the backbone of a knowledge-based strategy are to be aimed at improving the capacity-to-act both inside and outside the organisation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Intellectual Capital Emerald Publishing

A knowledge-based theory of the firm to guide in strategy formulation

Karl‐Erik Sveiby
Journal of Intellectual Capital , Volume 2 (4): 15 – Dec 1, 2001
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References (39)

Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
1469-1930
DOI
10.1108/14691930110409651
Publisher site
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Abstract

This article is seeking to explore the practical implications of an epistemological approach to strategy formulation. In doing so it tries to expand the field of knowledge management and intellectual capital beyond its operational and often inwardly technological focus to a new theory of the firm. A resource-based perspective is suggested, using autopoietic epistemology to guide strategy formulation. People use their capacity-to-act in order to create value in mainly two directions; by transferring and converting knowledge externally and internally to the organisation. The value grows each time a knowledge transfer or conversion takes place. The strategy formulation issues are concerned with how to utilise the leverage and how to avoid the blockages that prevent sharing and conversion. Activities that form the backbone of a knowledge-based strategy are to be aimed at improving the capacity-to-act both inside and outside the organisation.

Journal

Journal of Intellectual Capital – Emerald Publishing

Published: Dec 1, 2001

Keywords: Information; Strategic management; Intangible assets; Publishing

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