Knowledge creation in strategy‐making: implications for theory and practice

Purpose – This paper seeks to discuss the main implications for strategic knowledge management of uncovering the different knowledge flows and interactions in the strategy formation process in emerging and high‐velocity environments.Design/methodology/approach – The study builds on the findings of a case‐study approach of four innovative firms in the internet banking sector in Spain.Findings – The research highlights the relevance of understanding and considering the different dimensions of knowledge involved in such a process in order to promote its emergence and interaction in the organization, and trigger the creation process.Originality/value – In sum, the paper addresses the main theoretical and practical implications of understanding strategy making as a double‐loop knowledge creating process.

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