Knowledge management projects: state of the art in the Spanish manufacturing industry

The resource-based view of the firm suggests that firms compete based on their strategic resources and capabilities. The knowledge-based view of the firm goes further and uses the former view as a jumping off point to consider organisational knowledge as the key strategic resource. Organisational knowledge exhibits particular characteristics (valuable, inimitable, rare and non-substitutable) that confer on it a unique nature, enabling it to function as a source of sustained competitive advantage. The link between organisational knowledge and business strategy has become central for firms' sustained competitive advantage. Thus, firms should acquire a solid foundation for understanding why managing organisational knowledge must be an important component of an organisation's business strategy. This paper has two main objectives. Firstly, it proposes a conceptual framework for the analysis of knowledge management. Secondly, it explores the state of the art of knowledge management projects in Spain. We address two major research questions: the profile and role of the chief knowledge officer (CKO) and the development of knowledge management projects. With this aim, we surveyed firms in the Spanish manufacturing industry. The findings suggest that Spanish managers realise the importance of managing and measuring knowledge-based resources. However, the number of Spanish manufacturing firms currently involved in knowledge management projects is still very low in comparison with other countries. We discuss both managerial and theoretical implications of these findings.