IMPORTANT COMPETENCES OF STRATEGISTS AND DECISION MAKERS IN THE STRATEGIC KNOWLEDGE MANAGEMENT MODEL

Roberto Campos Da Rocha Miranda
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Roberto Campos Da Rocha Miranda: SQN 115, Bloco C, Apto. 301, Asa Norte 70772-030 – BRASÍLIA – DF, Brazil

Chapter 13 in Creating Collaborative Advantage Through Knowledge and Innovation, 2007, pp 205-220 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThis article aims to present a first approach to characterize strategists and decision makers, in the context of the Strategic Knowledge Management (SKM) model. SKM is a process of creation, capture, assimilation and diffusion of the organizational knowledge. It involves knowledge about planning, description, impact, prediction, evaluation and generation of strategies. This knowledge is formed by strategic and no strategic information, as well as the wisdom accumulated by strategists and decision makers in the process of formulate and make strategic decisions. The methodology applied in this study comprises a research of kinds of skills and competences, focusing activities developed by strategists and decision makers. Thus, it was developed a survey with practitioners in formulate strategies and/or take strategic decision to verify which competences and skills are involved with their jobs. Peliminary results point to different tendencies about which competences and skills are most important to strategists and decision makers. They also show that there is a tendency to emphasize intellectual and knowledge competence in strategic formulation and strategic decision process.

Keywords: Collaboration Innovation; Knowledge Creation; Relationship; Social Networks; Knowledge Discovery; Knowledge Organization (search for similar items in EconPapers)
Date: 2007
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