Jump to ContentJump to Main Navigation
Knowledge Management and Organizational Competence$
Users without a subscription are not able to see the full content.

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

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see www.oxfordscholarship.com/page/privacy-policy).date: 15 July 2019

Competence-Based Competition: Gaining Knowledge from Client Relationships 1

Competence-Based Competition: Gaining Knowledge from Client Relationships 1

Chapter:
(p.77) 4 Competence-Based Competition: Gaining Knowledge from Client Relationships1
Source:
Knowledge Management and Organizational Competence
Author(s):

Petteri Sivula

Frans A. J. van den Bosch

Tom Elfring

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199259281.003.0004

Knowledge creation and organizational learning have become central concerns in strategic management. This chapter analyzes customer relationships as a source of new organizational knowledge. Knowledge absorption from customer relationships involves two key processes of organizational learning: creating new knowledge within the firm from client relationships and leveraging this new knowledge within the firm and in client relationships. The management of such learning and knowledge leveraging processes is critical to a firm's ability to build new organizational competences. These processes are examined in the context of knowledge intensive business service firms including both specialist and general management consulting firms, to gain insights into processes of strategic organizational learning. After presenting two brief case studies of knowledge absorption from clients, some implications for knowledge management in various kinds of client relationships are considered. This chapter contributes to the competence-based view of competition by developing a typology of client relationships and an integrative framework that helps to clarify several important types of knowledge absorption opportunities.

Keywords:   knowledge creation, organizational learning, knowledge management, client relationships, competition, organizational competences, business service firms, strategic management, organizational knowledge, knowledge absorption

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .