Integrating Operational and Strategic Knowledge Bases for Competitive Performance



These are truly historical times in many respects. We see a gigantic empire crumble before our very eyes because of glasnost, an effort to make the activities of the power structure more visible by increased information to the public. We see perestroika fail because there is not enough knowledge in the lower echelons of the previous centrally directed structure to manage horizontal interaction and establish contractual links with other units. We have a war in the Middle East that was clearly based on gross misconceptions of the ability of the other side to interpret signals and stand firm on publicized decisions. We have financial markets that are out of order. Behavioral patterns in banking, formed in a regulated context, fail to generate adequate responses, due to lacking knowledge bases, in the pursuit of market shares in deregulation in many countries. We also have an American Congress that, in spite of repeated efforts and binding decisions, cannot put a reasonable budget together (White and Wildavsky, 1989).


Integrate Operational Organizational Action Organizational Member Management Account Work Unit 
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© Kluwer Academic Publishers 1993

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