Knowledge creation in strategy‐making: implications for theory and practice

Abstract

Purpose

This paper seeks to discuss the main implications for strategic knowledge management of uncovering the different knowledge flows and interactions in the strategy formation process in emerging and high‐velocity environments.

Design/methodology/approach

The study builds on the findings of a case‐study approach of four innovative firms in the internet banking sector in Spain.

Findings

The research highlights the relevance of understanding and considering the different dimensions of knowledge involved in such a process in order to promote its emergence and interaction in the organization, and trigger the creation process.

Originality/value

In sum, the paper addresses the main theoretical and practical implications of understanding strategy making as a double‐loop knowledge creating process.

Citation

Paz Salmador, M. and Bueno, E. (2007), "Knowledge creation in strategy‐making: implications for theory and practice", European Journal of Innovation Management, Vol. 10 No. 3, pp. 367-390. https://doi.org/10.1108/14601060710776761