Summary
Contents
Subject index
Presenting a major retrospective and prospective overview of strategy, this Handbook is an important benchmark volume for management scholars worldwide. The Handbook frames, assesses and synthesizes the work in the field. Chapters are grouped under four specific areas of strategy and management: Mapping a Terrain; Thinking and Acting Strategically; Changing Contexts; and Looking Forward. Within these parts, leading international scholars provide historical overviews of the key themes, address the central approaches which have characterized these themes, critically assess the quality of current theory and knowledge, and set out agendas for future theoretical and empirical development.
Knowledge-Based View: A New Theory of Strategy?
Knowledge-Based View: A New Theory of Strategy?
The knowledge movement is sweeping through the field of strategy. The last several years have witnessed the widespread use of a knowledge perspective for research on a variety of topics within strategy, including alliances (Mowery et al, 1996; Simonin, 1999), capabilities transfer (Zander and Kogut, 1995; Szulanski, 1996), acquisitions (Ranft and Lord, 1998; Zollo and Singh, 1999) and product development (Hargadon and Sutton, 1997; Hansen, 1999). An emerging knowledge-based view (KBV) of strategy underlies this research. This perspective considers knowledge as the most strategically significant resource of the firm (Grant, 1996a), and its proponents argue that heterogeneous knowledge bases and capabilities among firms are the main determinants of sustained competitive advantage and ...
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