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A knowledge creation model: harnessing, managing and utilising knowledge for competitive advantage

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  • Rob Sharkie

Abstract

A strong case can be made that it is the embedded and intangible capabilities arising from superior knowledge which give the organisation the potential to use and exploit its physical resources, systems and processes to develop sustainable competitive advantage. This paper develops a cyclical model of the knowledge creation process, which introduces the concept of a knowledge-sharing filter. This filter is significant because individuals form perceptions of the values and beliefs espoused by top management as viewed through the psychological contract and then decide the level of trust they will place in the organisation. This knowledge-sharing filter highlights the factors that influence the development of trust and hence the willingness or otherwise of individuals to share their knowledge with others for the benefit of the organisation.

Suggested Citation

  • Rob Sharkie, 2004. "A knowledge creation model: harnessing, managing and utilising knowledge for competitive advantage," International Journal of Learning and Intellectual Capital, Inderscience Enterprises Ltd, vol. 1(4), pages 380-392.
    • Handle: RePEc:ids:ijlica:v:1:y:2004:i:4:p:380-392
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