Development of A Generic Knowledge Strategy Typology
Journal of Business StrategiesPublished 1 January 1970Open access
Paul E. Bierly
Citations18
Generate an AI Snapshot to get a quick, structured summary of this paper.
Study Snapshot
ObjectiveStudy objective
MethodsResearch methodology
PopulationPopulation studied
Sample sizeSample sizes
OutcomesStudy outcomes here
ResultsStudy results comes here
LimitationsResearch study limitations comes here
A concise AI-generated summary of the paper will appear here once you click Generate AI Snapshot.
Abstract
Knowledge strategies are the set of strategic choices related to firms' knowledge bases that provide a guideline for strategic action. In this paper, we develop a variety of possible generic knowledge strategies and discuss how they can be internally consistent, mutually reinforcing, and lead to a sustainable competitive advantage.
Keywords
Business, Management and Accounting
Advances in strategic managementFirm resources and sustained competitive advantage
38,481 Citations2004Jay B. Barney
Administrative Science QuarterlyAbsorptive Capacity: A New Perspective on Learning and Innovation
34,530 Citations1990Wesley M. Cohen, Daniel A. Levinthal
Organization ScienceExploration and Exploitation in Organizational Learning
21,364 Citations1991James G. March
Organization ScienceA Dynamic Theory of Organizational Knowledge Creation
17,522 Citations1994Ikujiro Nonaka
The Knowledge-Creating Company
17,349 Citations1995Ikujiro Nonaka, Hirotaka Takeuchi
Strategic Management JournalToward a knowledge‐based theory of the firm
15,667 Citations1996Robert M. Grant
The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members, which has implications for the basis of organizational capability, the principles of organization design, and the determinants of the horizontal and vertical boundaries of the firm.
Revista Española de Investigaciones SociológicasOrganizational Learning: A Theory of Action Perspective
11,145 Citations1997Ch. Argyris, Donald A. Schön
Strategic Management JournalThe cornerstones of competitive advantage: A resource‐based view
10,646 Citations1993Margaret A. Peteraf
This paper elucidates the underlying economics of the resource-based view of competitive advantage and integrates existing perspectives into a parsimonious model of resources and firm performance and applications for both single business strategy and corporate strategy are discussed.
Organization ScienceOrganizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation
8,351 Citations1991John Seely Brown, Paul Duguid
Administrative Science QuarterlyArchitectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms
8,324 Citations1990Rebecca Henderson, Kim B. Clark
Organization ScienceOrganizational Learning: The Contributing Processes and the Literatures
8,008 Citations1991George P. Huber
Strategic Management JournalCore capabilities and core rigidities: A paradox in managing new product development
6,320 Citations1992Dorothy Leonard‐Barton
Organization ScienceProspering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration
5,622 Citations1996Robert M. Grant
Academy of Management ReviewOrganizational Strategy, Structure, and Process
4,531 Citations1978Raymond E. Miles, Charles C. Snow +2 more
Academy of Management ReviewToward a Model of Organizations as Interpretation Systems
4,302 Citations1984Richard L. Daft, Karl E. Weick
Strategic Management JournalMaking knowledge the basis of a dynamic theory of the firm
4,282 Citations1996J.‐C. Spender
A multitype epistemology is begun which admits both the pre- and subconscious modes of human knowing and, reframing the concept of the cognizing individual, the collective knowledge of social groups, to help managers discover their place in the firm as a dynamic knowledge-based activity system.
Strategic Management JournalCompetition for competence and interpartner learning within international strategic alliances
4,281 Citations1991Gary Hamel
Strategic Management JournalFirst-mover advantages
3,666 Citations1988Marvin B. Lieberman, David B. Montgomery
Theoretical and empirical literature on mechanisms that confer advantages and disadvantages on first-mover firms are surveyed and recommendations are given for future research.
Strategic Management JournalStrategic alliances and interfirm knowledge transfer
3,423 Citations1996David C. Mowery, Joanne E. Oxley +1 more
Dynamic Capabilities and Strategic Management
3,336 Citations1997David J. Teece, Gary P. Pisano +1 more
Organization ScienceKnowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical Test
3,274 Citations1995Udo Zander, Bruce Kogut
Organization ScienceA Resource-Based Theory of the Firm: Knowledge Versus Opportunism
3,148 Citations1996Kathleen R. Conner, C. K. Prahalad
The Bell Journal of EconomicsUncertain Imitability: An Analysis of Interfirm Differences in Efficiency under Competition
2,851 Citations1982Steven A. Lippman, Richard P. Rumelt
Strategic Management JournalMeasuring Competence? Exploring Firm Effects in Pharmaceutical Research
2,620 Citations1994Rebecca Henderson, Iain Cockburn
This paper distinguishes between ‘component’ and ‘architectural’ competence, and using internal firm data at the program level from 10 major pharmaceutical companies shows that together the two forms of competence appear to explain a significant fraction of the variance in research productivity across firms.
Strategic Management JournalModularity, flexibility, and knowledge management in product and organization design
2,481 Citations1996Ron Sanchez, Joseph T. Mahoney
The Quarterly Journal of EconomicsFrom Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition*
2,028 Citations1977Richard E. Caves, Michael E. Porter
Reflections The SoL JournalBounded Rationality and Organizational Learning
2,027 Citations1999Herbert A. Simon
Academy of Management JournalCONFIGURATIONAL APPROACHES TO ORGANIZATIONAL ANALYSIS.
1,881 Citations1993Alan D. Meyer, Anne S. Tsui +1 more
Firm resources and sustained competitive advantage*
1,738 Citations2007Jay B. Barney, Delwyn Clark
Journal of Economic Behavior & OrganizationA model of adaptive organizational search
1,319 Citations1981Daniel A. Levinthal, James G. March
Management ScienceArchetypes of Strategy Formulation
1,248 Citations1978Danny Miller, Peter H. Friesen
PubMedCompeting on capabilities: the new rules of corporate strategy.
1,200 Citations1992George Stalk, P Evans +1 more
Using examples from Wal-Mart and other highly successful companies, Stalk, Evans, and Shulman of the Boston Consulting Group provide managers with a guide to the new world of "capabilities-based competition" in the 1990s.
Organization ScienceToward the Flexible Form: How to Remain Vital in Hypercompetitive Environments
1,156 Citations1996Henk Volberda
Strategic Management JournalGeneric knowledge strategies in the U.S. pharmaceutical industry
886 Citations1996Paul E. Bierly, Alok Chakrabarti
The findings indicate that there are four generic knowledge strategy groups: ‘explorers’, ‘Exploiters”, “Loners“, and ‘Innovators”; most firms remain in the same knowledge group over time.
Strategic Management JournalKnowledge, Integration, and the Locus of Learning: An Empirical Analysis of Process Development
884 Citations1994Gary P. Pisano
There is no one best way to learn, but that different approaches may be required in different knowledge environments, as well as suggesting that where underlying scientific knowledge is sufficiently strong, effective learning may take place outside the final use environment in laboratories.
The Core Competence of the Corporation
820 Citations1997C. K. Prahalad, Gary Hamel
Administrative Science QuarterlyCamping on Seesaws: Prescriptions for a Self-Designing Organization
819 Citations1976Bo Hedberg, Paul C. Bystrom +1 more
Strategic Management JournalStrategic groups: Theory, research and taxonomy
783 Citations1986John McGee, Howard Thomas
It is argued that certain theoretical concepts such as mobility barriers, isolating mechanisms and controllable variables provide much firmer bases for identifying strategic groups within industries and taxonomies for understanding the nature of strategic group formulation can be developed.
IBM Journal of Research and DevelopmentA Business Intelligence System
722 Citations1958H. P. Luhn
This paper shows the flexibility of such a system in identifying known information, in finding who needs to know it and in disseminating it efficiently either in abstract form or as a complete document.
Academy of Management ReviewInnovation Speed: A Conceptual Model of Context, Antecedents, and Outcomes
721 Citations1996Eric H. Kessler, Alok Chakrabarti
Organization ScienceAn Organizational Learning Model of Convergence and Reorientation
525 Citations1992Theresa K. Lant, Stephen J. Mezias
Organization ScienceThe Nontraditional Quality of Organizational Learning
506 Citations1991Karl E. Weick
Strategic Management JournalCo-Evolution of Capabilities and Industry: The Evolution of Mutual Fund Processing
349 Citations1994Daniel A. Levinthal, Jennifer Myatt
Journal of ManagementA Preliminary Typology of Organizational Learning: Synthesizing the Literature
348 Citations1996Danny Miller
When a Thousand Flowers Bloom: Structural, Collective, and Social Conditions for Innovation in Organization
341 Citations2000Rosabeth Moss Kanter
Management ScienceAdaptive Coordination of a Learning Team
287 Citations1987P. Lounamaa, James G. March
Examination of incremental experiential learning in the context of a model of a team involving two learning members, each of whom modifies beliefs about the other on the basis of experience, and an adaptive coordinator who adjusts a coordination control variable suggests that the effectiveness of incremental learning can be improved by slowing the rate of learning and adaptation.
International Business ReviewOrganizational knowledge, collective practice and Penrose rents
284 Citations1994J.‐C. Spender
Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology
232 Citations1997Bruce Kogut, Udo Zander
Camping on Seesaws: Prescriptions for a Self-Designing Organization
228 Citations2006Bo Hedberg, Paul C. Nystrom
Management ScienceOrganizational Information Systems: Determinants of Their Performance and Behavior
225 Citations1982George W. Huber
The paper focuses in particular on the determinants of the performance and behavior of systems such as those mentioned above, and discusses in some detail the impact of these determinants on four processes that are of key importance in the operation of information systems.
The Cornerstones of Competitive Advantage: A Resource-Based View
196 Citations1997Margaret A. Peteraf
Journal of ManagementCulture and high reliability organizations: The case of the nuclear submarine
166 Citations1995Paul E. Bierly
IEEE Transactions on Engineering ManagementTechnological learning, strategic flexibility, and new product development in the pharmaceutical industry
154 Citations1996Paul E. Bierly, A. K. Chakrabarti
Although they found support for their basic argument, the authors have observed that the strategic flexibility factors are related with the variables in a more complex way and internal learning involves a different process than learning from external sources.
Medical Entomology and ZoologyFast Cycle Time: How to Align Purpose, Strategy, and Structure for Speed
150 Citations1993Christopher Meyer
Journal of ManagementCulture and High Reliability Organizations: The Case of the Nuclear Submarine
144 Citations1995Paul E. Bierly, J.‐C. Spender
Journal of Product Innovation ManagementApproaches to accelerating product and process development
143 Citations1987B. Gold
Competition for Competence and Inter-Partner Learning within International Strategic Alliances
90 Citations2004Gary Hamel
Scandinavian Journal of ManagementOrganizational learning and strategy
80 Citations1995Paul E. Bierly, Timo J. Hämäläinen
R and D ManagementDeterminants of technology cycle time in the U.S. pharmaceutical industry’
74 Citations1996Paul E. Bierly, Alok K. Chakrabarti
The most notable finding is that technology cycle time is significantly faster for firms that predominantly generate new knowledge internally, and slower forirms that rely more on external sources of new knowledge.
Journal of Product Innovation ManagementApproaches to Accelerating Product and Process Development
48 Citations1987Bela Gold
Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical Test
43 Citations2008Udo Zander
Journal of ManagementA preliminary typology of organizational learning: Synthesizing the literature
43 Citations1996Danny Miller
To Avoid Organizational Crises, Unlearn
16 Citations2006Paul C. Nystrom