Knowledge creation in strategy‐making: implications for theory and practice

Purpose This paper seeks to discuss the main implications for strategic knowledge management of uncovering the different knowledge flows and interactions in the strategy formation process in emerging and high‐velocity environments. Design/methodology/approach The study builds on the findings of a case‐study approach of four innovative firms in the internet banking sector in Spain. Findings The research highlights the relevance of understanding and considering the different dimensions of knowledge involved in such a process in order to promote its emergence and interaction in the organization, and trigger the creation process. Originality/value In sum, the paper addresses the main theoretical and practical implications of understanding strategy making as a double‐loop knowledge creating process.