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If Managing Knowledge is the Solution, then What's the Problem?

If Managing Knowledge is the Solution, then What's the Problem?

Michael H. Zack
Copyright: © 2001 |Pages: 21
ISBN13: 9781878289988|ISBN10: 1878289985|EISBN13: 9781466616646
DOI: 10.4018/978-1-878289-98-8.ch002
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MLA

Zack, Michael H. "If Managing Knowledge is the Solution, then What's the Problem?." Knowledge Management and Business Model Innovation, edited by Yogesh Malhotra, IGI Global, 2001, pp. 16-36. https://doi.org/10.4018/978-1-878289-98-8.ch002

APA

Zack, M. H. (2001). If Managing Knowledge is the Solution, then What's the Problem?. In Y. Malhotra (Ed.), Knowledge Management and Business Model Innovation (pp. 16-36). IGI Global. https://doi.org/10.4018/978-1-878289-98-8.ch002

Chicago

Zack, Michael H. "If Managing Knowledge is the Solution, then What's the Problem?." In Knowledge Management and Business Model Innovation, edited by Yogesh Malhotra, 16-36. Hershey, PA: IGI Global, 2001. https://doi.org/10.4018/978-1-878289-98-8.ch002

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Abstract

Strategic theories of organizing are grounded in the notion that organizations should configure their internal resources and capabilities to address competitive opportunities and threats. The knowledge-based view suggests that knowledge may be the most enduring and strategic resource. This chapter presents a taxonomy for describing resources, capabilities and competitive environments in terms of four distinct yet related knowledge processing requirements or “problems”: complexity, uncertainty, equivocality and ambiguity. Each suggests a particular knowledge processing capability. The taxonomy is used to develop finer-grained distinctions regarding knowledge-based theories of the firm and the resource-based concept of inimitability.

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