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Enabling Knowledge CreationHow to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation$
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Georg von Krogh, Kazuo Ichijo, and Ikujiro Nonaka

Print publication date: 2000

Print ISBN-13: 9780195126167

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195126167.001.0001

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Strategy and Knowledge Creation

Strategy and Knowledge Creation

Ensuring Survival in the Present and Advancement in the Future

Chapter:
(p.69) 4 Strategy and Knowledge Creation
Source:
Enabling Knowledge Creation
Author(s):

Georg Von Krogh

Kazuo Ichijo

Ikujiro Nonaka

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195126167.003.0004

Because of the way managers acknowledge the significance of knowledge and the entire knowledge-management movement to their organizations, these should play no small part in the formulation of the companies' business strategies. Strategic discussions have hitherto focused more on measurable objectives and results and narrowly defined ideas before even considering matters of knowledge creation. Although these strategies may aid in attaining short term growth, these will not allow companies to advance into new product areas or markets. Also, such strategies may not help the company in keeping up with the continuously expanding multinational transactions and product developments. Although knowledge may be attributed with a certain degree of uncertainty, creating new knowledge and finding new ways to effectively make use of this knowledge has undeniably made its mark as an essential element of business strategy.

Keywords:   knowledge, knowledge management, business strategies, knowledge creation, multinational transactions, product developments

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