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Emergent Knowledge Strategies pp 147–174Cite as

Generic Knowledge Strategies

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Part of the book series: Knowledge Management and Organizational Learning ((IAKM,volume 4))

Abstract

The purpose of this chapter is to introduce generic knowledge strategies, which aim at increasing the level of organizational knowledge and creating the intangible infrastructure for company strategies and achieving competitive advantage. The main characteristic of these generic strategies is that they can be developed in any organization although their success is related to a specific organizational context and a given business environment. The ontology of these generic strategies comes from the equilibrium dynamics of organizational knowledge and the correlation with the known-unknowns matrix. The generic knowledge strategies presented in this chapter are the following: exploitation strategies, acquisition strategies, sharing strategies and exploration or knowledge creation strategies. Exploitation knowledge strategies are designed in a similar way to low cost business strategies and efficiency models. This is a consequence of the fact that managers know what they know, which means that they know very well their intangible resources. Acquisition knowledge strategies are designed as a result of the identification of a strategic knowledge gap. Sharing knowledge strategies are specific for knowledge management and they contribute to increase the level of organizational knowledge by its diffusion within the whole organization. Exploration knowledge strategies focus on knowledge creation and on feeding the innovation process.

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Authors and Affiliations

  1. Department of Management and Engineering, University of Padua, Vicenza, Italy

    Ettore Bolisani

  2. Faculty of Business Administration, Bucharest University of Economic Studies, Bucharest, Romania

    Constantin Bratianu

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  1. Ettore Bolisani
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  2. Constantin Bratianu
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Bolisani, E., Bratianu, C. (2018). Generic Knowledge Strategies. In: Emergent Knowledge Strategies. Knowledge Management and Organizational Learning, vol 4. Springer, Cham. https://doi.org/10.1007/978-3-319-60657-6_7

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