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Knowledge-Based Strategy

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The Palgrave Encyclopedia of Strategic Management

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Abstract

Two simple but fundamental questions set knowledge-based strategy apart from other schools of thought in strategy. The first is ‘Why do firms differ?’ Firms differ not just because they have different activity systems or different resources, but because human beings running the firms envision different futures. The second is ‘Why do firms exist?’ Firms exist not only to maximize shareholder value, but also to improve the human condition and improve the future for their customers, employees, suppliers and other stakeholders as well as for society at large, including the environment.

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References

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Author information

Authors and Affiliations

  1. Japan Advanced Institute of Science and Technology, Nomi, Japan

    Ikujiro Nonaka

  2. Harvard University, Business School, Morgan Hall 289, 02136, Boston, MA, USA

    Hirotaka Takeuchi

Authors
  1. Ikujiro Nonaka
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  2. Hirotaka Takeuchi
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Corresponding author

Correspondence to Ikujiro Nonaka .

Editor information

Editors and Affiliations

  1. GSBPP, Naval Postgraduate School, Monterey, CA, USA

    Mie Augier

  2. Berkeley Research Group, LLC, Emeryville, CA, USA

    David J. Teece

  3. Haas School of Business, University of California, Berkeley, Berkeley, CA, USA

    David J. Teece

Copyright information

© 2018 Macmillan Publishers Ltd., part of Springer Nature

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Cite this entry

Nonaka, I., Takeuchi, H. (2018). Knowledge-Based Strategy. In: Augier, M., Teece, D.J. (eds) The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-00772-8_351

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