Developing a Knowledge Strategy
Developing a Knowledge Strategy
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DOI：
10.2307/41166000
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发表时间：
1999-04
影响因子：
10
通讯作者：
M. Zack
中科院分区：
文献类型：
--
作者：
M. Zack
今天，知识被认为是最重要的战略资源，学习是商业组织最重要的战略能力。然而，为开发和利用组织知识而采取的许多举措并没有与组织的业务战略明确挂钩，也没有为组织的业务战略所界定。事实上，大多数知识管理举措主要被视为信息系统项目。虽然许多管理者直觉地认为，战略优势可以来自于比竞争对手知道得更多，但他们无法明确地阐明知识与战略之间的联系。本文提供了一个框架，使这种联系和评估一个组织的竞争地位，就其智力资源和能力。它建议组织进行基于知识的SWOT（优势，劣势，机会和威胁）分析，将他们的知识与竞争对手的知识以及执行自己战略所需的知识进行比较。
Today, knowledge is considered the most strategically important resource and learning the most strategically important capability for business organizations. However, many initiatives being undertaken to develop and exploit organizational knowledge are not explicitly linked to or framed by the organization's business strategy. In fact, most knowledge management initiatives are viewed primarily as information systems projects. While many managers intuitively believe that strategic advantage can come from knowing more than competitors, they are unable to explicitly articulate the link between knowledge and strategy. This article provides a framework for making that link and for assessing an organization's competitive position regarding its intellectual resources and capabilities. It recommends that organizations perform a knowledgebased SWOT (strengths, weaknesses, opportunities, and threats) analysis, comparing their knowledge to that of their competitors and to the knowledge required to execute their own strategy.