Title: Turning a low-performing organisation into a high-performing one through the implementation of a knowledge-based strategy
Authors: Yasmina Khadir-Poggi; Mary Keating; Stephen Chandler
Addresses: Trinity Business School Trinity College Dublin, College Green, Dublin 2 ' Trinity Business School, Trinity College Dublin, College Green, Dublin 2, Ireland ' International Business Department, Irish American University, 2 Merrion Square, Dublin 2, Ireland
Abstract: This paper explores how a private company managing financial assets, evolved from a low-performing into a high-performing organisation through the implementation of a knowledge-based strategy. The issue both guiding and challenging this process was that this firm strove to break free from its original 'administrative' type of modus operandi to become an innovative and fast-paced organisation. Relying on a theoretical framework drawing on knowledge-intensity in organisations, as well as intellectual capital and knowledge management fields, this qualitative study identified 17 themes qualifying the firm's knowledge-based strategy. Through effectively managing its knowledge assets, the organisation achieved a knowledge-based competitive and sustainable advantage. Considered against the backdrop of the theoretical framework, the complementarity of the three theoretical lenses is emphasised.
Keywords: knowledge-intensity in organisations; knowledge management; intellectual capital; knowledge-based advantage; asset management.
Global Business and Economics Review, 2017 Vol.19 No.4, pp.485 - 504
Received: 30 Jul 2016
Accepted: 31 Oct 2016
Published online: 13 Jun 2017 *