Chapter 3.
The Knowledge Advantage (K-Adv) Concept
Derek H.T. Walker
The following will be discussed in this chapter: • Purpose of the Chapter • A Definition and Explanation of the K-Adv • Strategic Implications of the Knowledge Advantage • Types of Knowledge • Dimensions of Knowledge • Communities of Practice (COP) • Influence of Social Capital Upon the K-Adv • Implementation Implications of the K-Adv • Knowledge Transfer for the K-Adv • Chapter Summary
Purpose of the Chapter
The purpose of this chapter is to introduce concepts related to the K-Adv. This includes a definition and explanation of what the K-Adv means. It also includes background discussion on some of the terms and concepts that form the backbone and underpinning theoretical framework for understanding the relevance of the KAdv. This chapter provides relevant concepts and theory that is later expanded upon and discussed in context with the three identified elements of the K-Adv. Rather than provide example and get bogged down in detail, concepts are provided here because later chapters provide a better opportunity for rooting these in their K-Adv context.
A Definition and Explanation of the K-Adv
It is important to remember that innovation, which lies at the core of the K-Adv, is a change management process and much of the literature that has been drawn upon in this publication recognises this link and its implication for leadership, enactment, and the drivers and barriers to achieving innovation. To save readers the time to refer back to that definition it is reproduced below. An organisation’s K-Adv is its capacity to liberate latent creativity and innovation potential through effective management of knowledge both from within its organisational boundaries and its external environment. Teresa Amabile in a recent Harvard Business Review article discussed business creativity and the way that it is often stifled. She argues that creativity is a function of three components—expertise,...