Strategy researchers have become fascinated with the possibilities for developing theoretical perspectives rooted in knowledge and intellectual assets as drivers of superior performance. However, there have been many different schools of thought, each with its own conceptualization lenses and operationalization approaches. In this chapter, we focus on three schools of thought: (1) knowledge as stocks; (2) knowledge as flow; and (3) knowledge as a driver of an organizational capability. We use them to: (a) lay out the distinct approaches to conceptualization and operationalization of strategy-related concepts; and (b) identify specific ways to enhance theory-method correspondence. We believe that considerable progress could be made towards developing a knowledge-based view of strategy but only when accompanied by serious attention to measurement and methodological issues.
Venkatraman, N. and Tanriverdi, H. (2004), "REFLECTING “KNOWLEDGE” IN STRATEGY RESEARCH: CONCEPTUAL ISSUES AND METHODOLOGICAL CHALLENGES", Research Methodology in Strategy and Management (Research Methodology in Strategy and Management, Vol. 1), Emerald Group Publishing Limited, Bingley, pp. 33-65. https://doi.org/10.1016/S1479-8387(04)01102-6Download as .RIS
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