000			01691naa a2200241uu 4500
001			10292
003			OSt
005			20190211155003.0
008			030121s2005 xx ||||gr |0|| 0 eng d
100	1		_aAPRIL, Kurt A _9445
245	1	0	_aGuidelines for development a k-strategy
260			_c2002
520	3		_aAs companies start to engage with the knowledge economy, they have to shift their mindsets to understanding knowledge management more holistically and, more importantly, understand the role of knowledge management as it pertains to sustainable competitive advantage. It requires companies to think of age-old concepts in new ways, and necessarily requires deep insight into the enablers of business success within the company, and then creative insight is required to reveal the new possibilities. This paper, drawing on resource-based theory, provides some guidelines for companies to develop business strategies, critically dependent on knowledge management initiatives. a chain of sustainability is introduced and three insighful concepts are highlighted (complementary resource combinations, strategic architecture and pool of resources), however, they do not tell companies specifically what to do, but robustly explain what the requirements of a knowledge strategy are, if they want to attain, and sustain, competitive advantage
650		4	_aResources _917588
650		4	_aStrategy _912376
650		4	_aCompetitive Advantage _916454
650		4	_aSustainability _919450
650		4	_aCore Competences _919451
773	0	8	_tJournal of Knowledge Management _g6, 5, p. 445-456 _d, 2002 _w
942			_cS
998			_a20030121 _bLucima _cLucimara
998			_a20060609 _b1125^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c10418 _d10418
041			_aeng