Knowledge management as a full-grown discipline: A framework for a universal approach to knowledge management

  • G. J. van der Pijl
  • W. H. P. van Boven


In the contemporary literature on organization and business economics there is an increasing focus on the role of knowledge in organizations. Following on from the industrial revolution and the production revolution a third transformation in the economy is at this moment taking place, i. e. the management revolution (Drucker P.F., 1993). In the management revolution knowledge has become the primary production factor instead of just one of a number of factors. In the knowledge economy, the value of an organization is no longer derived from things, but from knowledge, know-how, intellectual assets and competencies to be found in individual staff members (Hamel G. and Prahalad C.K., 1996). Apart from efficiency, quality and flexibility organizations also need to concentrate on innovation. Innovation requires learning and this is why organizations must be able to retain the experiences gained as ‘knowledge’. A need arises for the ‘learning organization’ (Senge P.M., 1990). Individual staff members can learn by improving and renewing (Argyris C., 1992). This does not yet result in organizational learning, however. For the purpose of learning at the organizational level, (Nonaka & Takeuchi H., 1995). In the Knowledge creation model implicit knowledge is made explicit whereby the knowledge is more easily shared.


Knowledge Management Knowledge Source Actual Knowledge Strategic Management Journal Universal Approach 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Anthony R.N. (1965), Planning & control systems: A framework for analysis. Harvard University Press. Argyris C. (1992), On Organizational Learning. Blackwell Publishers, Oxford.Google Scholar
  2. Badaracco J. (1991), The knowledge links: how firms compete through strategic alliances. Harvard Business School Press, Boston.Google Scholar
  3. Boersma S.K.Th. (1995), Kennismanagement: een creatieve onderneming. Groningen.Google Scholar
  4. Davenport T.H. (1996), Some principles of knowledge management, Internet.Google Scholar
  5. Drucker P.F. (1993), The Post-Capitalist Society, HarperCollins Publishers, New York.Google Scholar
  6. Hamel G. en Prahalad C.K. (1991), Corporate imagination an expeditionary marketing, Harvard Business Review.Google Scholar
  7. Hamel G. en Prahalad C.K. (1996), Competing in the new economy: managing out of bounds, Strategic Management Journal.Google Scholar
  8. Hayek F.A. (1945), The use of knowledge in society. The American Economic Review.Google Scholar
  9. Hedlund G. (1994), A model of knowledge management and the n-form cooperation, Strategic Management Journal.Google Scholar
  10. Jensen M.C. en Meekling W.H. (1995), Specific en general knowledge, and organizational structure, Journal of Applied Corporate Finance.Google Scholar
  11. Jorna R.J. en Simons J.L. (1992), Kennis in organisaties: Toepassing en theorie van kennissvstemen, Coutinho B.V., Muiderberg.Google Scholar
  12. Murray P.C. (1996), New language for new leverage: The terminology of knowledge management, Internet.Google Scholar
  13. Nonaka I. en Takeuchi H. (1995), The knowledge-creating company: How Japanese companies create the dynamics of innovation, Oxford University Press, Oxford.Google Scholar
  14. Polanyi M. (1962), Personal knowledge: Towards a post-critical philosophy, Chicago.Google Scholar
  15. Sadler P. en Milmer K. (1993), The talent-intensive organization, The Economist.Google Scholar
  16. Senge P.M. (1990), The fifth discipline: The art & practice of the learning organization, Doubleday, London.Google Scholar
  17. Spender J.C. (1996), Making knowledge the basis of a dynamic theory of the firm, Strategic Management Journal.Google Scholar
  18. Sprenger C.C. (1995), Vier competenties van de lerende organisatie, Berenschot Fundatie/Delwel Uitegevrij B.V., ‘s-Gravenhage’.Google Scholar
  19. Stein E.W. (1995), Organizational memory: review of concepts and recommendations for management, International Journal of Information Management.Google Scholar
  20. Szulanski G. (1996), Exploring internal stickiness: impediments to the transfer of best practice within the firm, Strategic Management Journal.Google Scholar
  21. Tsoukas H. (1996), The firm as a distributed knowledge system: a constructionist approach, Strategic Management Journal.Google Scholar
  22. Wiig K.M. (1993), Knowledge management foundations: thinking about thinking: How people and organizations create, represent and use knowledge, Schema Press, Arlington.Google Scholar
  23. Wiig K.M. (1994), Knowledge management: The central focus for intelligent-acting organizations, Schema Press, Arlington.Google Scholar
  24. Wiig K.M. (1995), Knowledge management methods: Practical approaches to managing knowledge, Schema Press, Arlington.Google Scholar

Copyright information

© Springer-Verlag/Wien 1998

Authors and Affiliations

  • G. J. van der Pijl
    • 1
  • W. H. P. van Boven
    • 2
  1. 1.Tilburg UniversityThe Netherlands
  2. 2.KPMG EDP AuditorsThe Netherlands

Personalised recommendations