Chapter 7: Knowledge-Based View: A New Theory of Strategy?
Kathleen M. Eisenhardt & Filipe M. Santos
Knowledge-based view: A new theory of strategy? The knowledge movement is sweeping through the field of strategy. The last several years have witnessed the widespread use of a knowledge perspective for research on a variety of topics within strategy, including alliances (Mowery et al, 1996; Simonin, 1999), capabilities transfer (Zander and Kogut, 1995; Szulanski, 1996), acquisitions (Ranft and Lord, 1998; Zollo and Singh, 1999) and product development (Hargadon and Sutton, 1997; Hansen, 1999). An emerging knowledge-based view (KBV) of strategy underlies this research. This perspective considers knowledge as the most strategically significant resource of the firm (Grant, 1996a), and its proponents argue that heterogeneous knowledge bases and capabilities among firms are the main determinants of sustained competitive advantage and superior corporate performance (Decarolis and Deeds, 1999; Winter and Szulanski, 1999). What is the impact of this focus on knowledge for the field of strategy? The answer is unclear because agreement ...