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Knowledge Management and Organizational Competence$
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Ron Sanchez

Print publication date: 2003

Print ISBN-13: 9780199259281

Published to Oxford Scholarship Online: January 2010

DOI: 10.1093/acprof:oso/9780199259281.001.0001

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Building and Developing Capabilities: A Cognitive Congruence Framework

Building and Developing Capabilities: A Cognitive Congruence Framework

Chapter:
(p.41) 2 Building and Developing Capabilities: A Cognitive Congruence Framework
Source:
Knowledge Management and Organizational Competence
Author(s):

Yasmin Merali

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199259281.003.0002

The importance of dynamism, regeneration, change, and innovation is often emphasized in ‘competing for the future’. Recent literature on competence-based competition and dynamic capabilities highlights the role of knowledge management and organizational learning in strategic competition. This chapter discusses the cognitive infrastructure of an organization that underpins the development and leveraging of organizational capabilities in dynamic markets. An ‘information lens’ is employed to develop a cognitive congruence framework for looking at issues of organizational learning, knowledge creation, and the leveraging of capabilities. The model is based on the concept of an action-perception cycle, and is used to represent an important element in the ‘sensemaking’ processes of organizations engaged in transformational processes. Its usefulness as a descriptive and explanatory device is demonstrated through three case studies. This chapter also elaborates on the importance of achieving cognitive congruence in the cumulative action-perception cycles that underpin transformative processes in organizations.

Keywords:   knowledge management, organizational learning, strategic competition, organizational capabilities, knowledge creation, action-perception cycle, sensemaking, cognitive congruence framework

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