Organizational knowledge and the manufacturing strategy process: A resource‐based view analysis

Abstract The current competitive environment is characterized by new sources of information, new technologies, new management practices, new competitors, and shorter product life cycles, which highlights the importance of organizational knowledge in manufacturing companies. We integrate some of those knowledge‐based approaches seeking to understand how aspects related to cross‐functional orientation, new technologies, and increasing access to information affect manufacturing strategy. In this paper, “know‐what” (where to find the needed information) and “know‐how” (how to run operations smoothly) are considered key components of organizational knowledge in the process of manufacturing strategy formulation. Assuming that knowledge accumulation may lead to competitive advantage, we propose a model of manufacturing strategy process from a resource‐based view perspective. We used a survey to collect field data from 104 companies. The results indicate that cross‐functional activities integrate manufacturing knowledge and contribute to the creation of valuable and rare product characteristics.