PrintShare
Text size Increase font sizeDecrease font size
Handbook of Strategy and Management

iconHandbook

Handbook of Strategy and Management

Andrew Pettigrew & Howard Thomas & Richard Whittington

Pub. date: 2006 | Online Pub. Date: June 22, 2009 | DOI:http://dx.doi.org/10.4135/9781848608313 | Print ISBN: 9781412921213 | Online ISBN: 9781848608313 | Publisher:SAGE Publications Ltd

About this handbook
PrintShare
Text size Increase font sizeDecrease font size
Text size

Chapter 7: Knowledge-Based View: A New Theory of Strategy?

Kathleen M. Eisenhardt & Filipe M. Santos

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 superior corporate performance (Decarolis and Deeds, 1999; Winter and Szulanski, 1999). What is the impact of this focus on knowledge for the field of strategy? The answer is unclear because agreement ...

Users without subscription are not able to see the full content on this title. Please, subscribe or login to access all content on this website.