 The Strategic Knowledge ArenaParthasarathi Banerjee Chapter 3 in The Indian Software Industry, 2004, pp 59-100 from Palgrave Macmillan Abstract: Abstract Strategy is not simply about competition but goes far beyond the prereconciliation assumed a priori by competition. Earning windfall profits, creating a novel turf for the interplay of competitive forces, generating a new language of expectation and shifting the boundary of the ‘unknowledge’ (Shackle, 1988) then provide the ideas on goals of strategy. A strategy, however, need not always be for novelties. A firm could simply be manoeuvring its position vis-à-vis others in order to remain alive. Its growth orientation, while necessary for long-term survival, might not be an appropriate strategic goal if it wishes merely to survive. Knowledge is involved in the creation of a novel turf for future competition, the generation of new languages of expectancy, in shifting boundaries of current knowledge in spectacular ways and has been recognized as an important instrument of strategy. Knowledge engaged for strategic purposes could be called strategic knowledge. Knowledge essential for production or retaining competitiveness, and thus not deployed for strategic purpose, cannot be called strategic knowledge. Keywords: Knowledge Content; Tacit Knowledge; Belief Condition; Strategic Behaviour; Transaction Cost Economic (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-00104-6_3 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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