Delineating Knowledge Flows for Enterprise Agility

Abstract

The practice of knowledge management (KM) purports to take the power of knowledge to the group, organization and even enterprise level (Davenport & Prusak, 1998). Although this potential benefit of KM is not viewed universally (Gore & Gore, 1999; McDermott, 1999), many scholars (e.g., Drucker, 1995) assert that knowledge represents one of the very few sustainable sources of competitive advantage. Hence, the knowledge-based organization—one that competes on the basis of its differential knowledge (e.g., see Grant, 1996, for discussion of the knowledge-based view of the firm)—appears to offer great promise in terms of performance and capability.