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Socializing a Knowledge Strategy

Socializing a Knowledge Strategy

Peter H. Jones
Copyright: © 2009 |Pages: 31
ISBN13: 9781599049762|ISBN10: 1599049767|ISBN13 Softcover: 9781616925536|EISBN13: 9781599049779
DOI: 10.4018/978-1-59904-976-2.ch020
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MLA

Jones, Peter H. "Socializing a Knowledge Strategy." Knowledge Networks: The Social Software Perspective, edited by Miltiadis D. Lytras, et al., IGI Global, 2009, pp. 320-350. https://doi.org/10.4018/978-1-59904-976-2.ch020

APA

Jones, P. H. (2009). Socializing a Knowledge Strategy. In M. Lytras, R. Tennyson, & P. Ordóñez de Pablos (Eds.), Knowledge Networks: The Social Software Perspective (pp. 320-350). IGI Global. https://doi.org/10.4018/978-1-59904-976-2.ch020

Chicago

Jones, Peter H. "Socializing a Knowledge Strategy." In Knowledge Networks: The Social Software Perspective, edited by Miltiadis D. Lytras, Robert D. Tennyson, and Patricia Ordóñez de Pablos, 320-350. Hershey, PA: IGI Global, 2009. https://doi.org/10.4018/978-1-59904-976-2.ch020

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Abstract

Proponents of the resource-based view of strategic management have argued for processes that align organizational knowledge resources to business strategy. In this view, a unique competitive advantage accrues from accelerating organizational learning and non-appropriable knowledge. An empirical approach known as socialization counters theories of both institutionalization and “strategic alignment.” Socialization diffuses an organization’s knowledge strategy through values leadership and practice-led process redesign. Consistent with structuration theory (interaction of agency and structure), socialization creates enduring, flexible process structures co-constructed by leaders and participants in a domain of practice. Socialization results in durable, accessible processes, uniquely configured to business strategy, and more resilient than acquired process structures. Values leadership orients participants toward the goals, meaning, and value of organizational knowledge inherent in indigenous processes. Socialized business processes are driven by strategic intent, are non-appropriable by competitors, and are oriented to enduring organizational values that protect process integrity. A socialization approach integrates practice-level internal knowledge networks to support business processes and strategy, leveraging and exchanging knowledge more effectively than authoritative (“top-down”) institutionalization.

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