2.50
Hdl Handle:
http://hdl.handle.net/10547/244243
Title:
Strategic processes @ Nike—making and doing knowledge management
Authors:
Stonehouse, George; Minocha, Sonal
Abstract:
This paper contrasts theory with practice through a case study of strategic processes of knowledge management (KM) at Nike Incorporated. From its origins as a small specialist enterprise in 1972 to a multi-billion dollar global brand, the corporation has been continuously at the forefront of developments in management practice and business innovation. This case study has been compiled from interviews with senior managers and numerous secondary sources. The paper begins with a discussion of an insider perspective on the trajectory of the organization in terms of its strategic goals and decisions on markets, customers, products, services and business processes. It then goes on to explore and critique the dynamic interplay of the processes of strategizing, learning, creativity and innovation at Nike as the basis for its knowledge-based competitive advantage (CA). The case thus represents KM as a unique combination of processes in which learning; strategy and creativity are organized and strategically embedded within a large global organization. This has implications for future theorizing in KM, which, as we illustrate in this paper, demands a more integrative approach to research and practice. One of the key lessons for practice is that span of activity, as well as strategy, will influence the relationship between strategizing, organizing and learning and this interplay determines the success (or failure) of KM.
Citation:
Stonehouse, G., Minocha, S (2008) 'Strategic processes @ Nike—making and doing knowledge management', Knowledge and Process Management 15 (1):24
Publisher:
1* ABS
Journal:
Knowledge and Process Management
Issue Date:
Jan-2008
URI:
http://hdl.handle.net/10547/244243
DOI:
10.1002/kpm.296
Additional Links:
http://doi.wiley.com/10.1002/kpm.296
Type:
Article
Language:
en
Description:
A case study using primary and secondary data from Nike Incorporated to illuminate the intricate relationship between learning, strategy and creativity and the need to embed these within a large organisation as the basis for successful knowledge management
ISSN:
1092-4604; 1099-1441
Appears in Collections:
Centre for Leadership Innovation (CLI)

Full metadata record

DC FieldValue Language
dc.contributor.authorStonehouse, Georgeen_GB
dc.contributor.authorMinocha, Sonalen_GB
dc.date.accessioned2012-09-17T09:51:25Z-
dc.date.available2012-09-17T09:51:25Z-
dc.date.issued2008-01-
dc.identifier.citationStonehouse, G., Minocha, S (2008) 'Strategic processes @ Nike—making and doing knowledge management', Knowledge and Process Management 15 (1):24en_GB
dc.identifier.issn1092-4604-
dc.identifier.issn1099-1441-
dc.identifier.doi10.1002/kpm.296-
dc.identifier.urihttp://hdl.handle.net/10547/244243-
dc.descriptionA case study using primary and secondary data from Nike Incorporated to illuminate the intricate relationship between learning, strategy and creativity and the need to embed these within a large organisation as the basis for successful knowledge managementen_GB
dc.description.abstractThis paper contrasts theory with practice through a case study of strategic processes of knowledge management (KM) at Nike Incorporated. From its origins as a small specialist enterprise in 1972 to a multi-billion dollar global brand, the corporation has been continuously at the forefront of developments in management practice and business innovation. This case study has been compiled from interviews with senior managers and numerous secondary sources. The paper begins with a discussion of an insider perspective on the trajectory of the organization in terms of its strategic goals and decisions on markets, customers, products, services and business processes. It then goes on to explore and critique the dynamic interplay of the processes of strategizing, learning, creativity and innovation at Nike as the basis for its knowledge-based competitive advantage (CA). The case thus represents KM as a unique combination of processes in which learning; strategy and creativity are organized and strategically embedded within a large global organization. This has implications for future theorizing in KM, which, as we illustrate in this paper, demands a more integrative approach to research and practice. One of the key lessons for practice is that span of activity, as well as strategy, will influence the relationship between strategizing, organizing and learning and this interplay determines the success (or failure) of KM.en_GB
dc.language.isoenen
dc.publisher1* ABSen_GB
dc.relation.urlhttp://doi.wiley.com/10.1002/kpm.296en_GB
dc.rightsArchived with thanks to Knowledge and Process Managementen_GB
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.titleStrategic processes @ Nike—making and doing knowledge managementen
dc.typeArticleen
dc.identifier.journalKnowledge and Process Managementen_GB
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