Making the Most of Your Company's Knowledge: A Strategic Framework

By Georgvon Krogh, Ikujiro Nonaka, M. Aben. 2001

597 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/99870a33654867d6fdeb47cc1dbdc1de75f92603

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Citations in the corpus

Intellectual capital, knowledge management practices and firm performance (2017, background): “IC, which is typically measured in terms of human, structural/organisational and relational capital, regards the intangible resources of the firm that can be leveraged to create value and economic wealth (Bontis, 1998; Edvinsson and Malone, 1997; Roos and Roos, 1997; Stewart, 1997; Sullivan, 1998), ”
The resource-based view: a tool of key competency for competitive advantage (2019, unknown): “Furthermore, strategic KM practices should enable the organization to make strategic decisions of expanding, sharing and utilizing the established knowledge base (Zack, 1999; Von Krogh, Nonaka, & Aben, 2001) for competitive advantage.”
Experiential and Informational Knowledge, Architectural Marketing Capabilities, and the Adaptive Performance of Export Ventures: A Cross-National Study (2003, background): “…and combining knowledge to develop superior organizational capabilities as a driver of firms’ success in adapting to their environments in terms of product and process innovation, managing competitive and regulatory risk, and utilizing available resources efficiently (e.g., Von Krogh et al., 2001).”
Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003, background): “The transfer of existing knowledge and the creation of new knowledge are important, and both of them should be considered in knowledge management [69].”
Enabling knowledge creation and sharing in transnational projects (2006, background): “In recent research, a variety of knowledge enablers have been discussed as means to consider when establishing an infrastructure that supports the creation and sharing of knowledge [Ichijo et al. 2000; von Krogh et al., 2001).”
Review of empirical research on knowledge management practices and firm performance (2016, background): “…KM practices can provide for the focal firm lies within the improved decision-making regarding the utilization and development of its knowledge base aligned with the firm’s strategic aims (Zack, 1999; see also Grant, 1996; Kogut and Zander, 1992; Spender and Grant, 1996; Von Krogh et al., 2001).”
Formal and informal interorganizational learning within strategic alliances (2008, background): “Organizations can gain knowledge from their own experience (Huber, 1996; Levitt and March, 1996) or acquire it externally (Von Krogh et al., 2001).”