Marco de referencia para el diseño de estrategias competitivas, basadas en la creación de conocimiento para la innovación

Abstract

Organizations formulate strategies to get competitive advantages in the market. Schumpeter, in 1934, used the term “creative destruction” to describe the interruption of the economic activity of organizations by innovations that seek new ways to produce goods, services, or generate completely new industries (OECD, 2018). Knowledge management presents important challenges for organizations. The main problems are associated with the lack of strategic alignment, lack of leadership or lack of commitment that these types of initiatives have in organizations and, therefore, fail to develop organizational capabilities to innovate systematically. Taking into account the challenges that a knowledge strategy implies to produce the expected results in innovation, the question arises how, from a strategic perspective, an organization can direct organizational knowledge to be the basis of sustainable innovation? This descriptive qualitative research proposes a framework of reference where the elements of a competitive strategy based on the creation of organizational knowledge are exposed. Innovation is considered the result of knowledge creation dynamics derived from this type of strategy. When these dynamics occur over and over again, they become organizational routines and new capacity is configured. In this research, an analysis of organizational capabilities is performed from the perspective of Ikujiro Nonaka's Theory of knowledge creation. From this analysis, the elements of the framework, its relationship and how to apply it are developed.