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Socializing a knowledge strategy

Jones, Peter (2007) Socializing a knowledge strategy. In: Knowledge Management and Business Strategies: Theoretical Frameworks and Empirical Research. Idea Group, Hershey, USA, pp. 133-163. (Unpublished)

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Abstract

Proponents of the resource‐based view of strategic management have argued for processes that align organizational knowledge resources to business strategy. In this view, competitive advantage accrues from accelerating organizational learning and non‐appropriable knowledge. An empirical approach known as socialization counters theories of both institutionalization and “strategic alignment.” Socialization enables knowledge strategy through values leadership and practice‐led process. Based on organizational structuration, socialization creates enduring, flexible process structures constructed by practice participants. Socialization results in sustainable processes, uniquely configured to business strategy, and more enduring and resilient than adopted or published process structures. Values leadership orients participants toward the goals, meaning, and value of organizational knowledge. Socialized business processes are non‐transferable, driven by strategic intent, and oriented to enduring organizational values that protect process integrity. A socialization approach integrates practice‐level internal knowledge networks to support business processes and strategy, leveraging knowledge more effectively than institutionalization approaches.

Item Type: Book Section
Divisions: Faculty of Design
Date Deposited: 25 May 2017 15:08
Last Modified: 28 May 2017 06:47
URI: http://openresearch.ocadu.ca/id/eprint/1703

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