From common to uncommon knowledge

Foundations of firm-specific use of knowledge as a resource

Research output: Contribution to journalArticle

99 Citations (Scopus)

Abstract

Although the knowledge-based view of strategy has significantly advanced understanding of the foundations of competitive advantage, less is known about how knowledge becomes a strategic resource. In this study, we develop an inductive, process model of the relationships among (1) top managers' beliefs about knowledge as a resource (termed executive knowledge schemes ), (2) the ways that executives search or scan for knowledge, and (3) how they use that knowledge in practice to transform common knowledge into distinctive, uncommon knowledge as a way of achieving competitive advantage. In the course of generating the grounded model, we also uncovered a new concept, scanning proactiveness , and identified two distinct forms of knowledge use in practice: knowledge adaptation and knowledge augmentation .

Original languageEnglish (US)
Pages (from-to)421-457
Number of pages37
JournalAcademy of Management Journal
Volume55
Issue number2
DOIs
StatePublished - Apr 1 2012

Fingerprint

Managers
Scanning
Knowledge use
Resources
Competitive advantage
Common knowledge
Strategic resources
Proactiveness
Augmentation
Process model
Knowledge-based view

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

Cite this

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From common to uncommon knowledge : Foundations of firm-specific use of knowledge as a resource. / Nag, Rajiv; Gioia, Dennis Arnold.

In: Academy of Management Journal, Vol. 55, No. 2, 01.04.2012, p. 421-457.

Research output: Contribution to journalArticle

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