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JIC
2,4 A knowledge-based theory of
the firm to guide in strategy
formulation
344 Karl-Erik Sveiby
Swedish School of Economics and Business Administration,
Helsinki, Finland
Keywords Organizational theory, Information, Strategic management, Intangible assets,
Publishing
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Figure 1.
The firm from a
knowledge-based
perspective
JIC placed on how effective the value creation is in the whole system, thus the issue
2,4 of whether an individual is a formal employee or a customer or a contractor is
not important as long as the relationship generates value. An ex-employee can,
for instance, be more valuable as a customer, a fact long exploited by the
professional services firms.
349
$
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Figure 2.
The nine knowledge
transfers
353
$
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Figure 3.
The nine knowledge
strategy questions
represents a large fixed cost; after that, the marginal cost of printing the second
copy is no more than maybe 10 per cent of the average cost. Thus the larger the
imprint, the lower the cost per page. The leverage is not as extreme as copying
a CD, but not far from it.
The cost advantage enjoyed by a larger paper enables it to hire good
journalists and maintain a higher overall level of editorial quality. This can be a
ticket to a virtuous circle of more readers who provide more resources, which
enable better quality, which attracts more readers, etc.
Even if the smaller magazine keeps lower prices than the larger, the larger
and (for the magazine) more profitable advertisers tend to prefer to place their
advertisements in a large magazine, because it gives them access to a larger
audience. Publishers know that, once established, the largest newspaper or
magazine in a market is a licence to print money (see Figure 4).
AFV, being less than one-tenth the size of VA was close to bankruptcy in
1977. The printing costs alone were 30 per cent higher for AFV, even though its
pages contained only half as much full-color print as VA's. The journal's new
owners in 1978 thus faced a formidable competitive barrier and had no
alternative but to try a different strategy than VA. AFV adopted a more
knowledge-focused strategy.
354
Figure 4.
In the 1960s and 1970s
Veckans affaÈrer printed
six times as many pages
as AffaÈrsvaÈrlden.
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Figure 5.
AffaÈrsvaÈrlden
knowledge-focussed
strategy
. Recruit highly-educated staff. AFV journalists have access to more A knowledge-
expertise in-house because they all had MBAs or higher, whereas based theory of
VA's journalists rarely held such degrees. Higher education also
gives know-how in information processing.
the firm
. Create collaborative climate. No individual by-lines on the articles
reduced the traditional competitive climate among journalists.
Articles written by teams, ``piggy-backing'' at interviews and 355
master/apprentice model supported tacit knowledge transfer. Open
office design (also in sales departments and for managers) supported
informal information knowledge transfers.
. Build flat organisation. Visible managers, employee ownership and
profit sharing contributed to a shared vision and the collaborative
climate.
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. Invest in new editorial technology. AFV was at least one year faster
than the competitor VA, sometimes two years, in implementing the
new technologies that revolutionised publishing during the 1980s.
. Computerise analytical models. AFV's analysts were early in
computerising their analytical models and basic number crunching.
Computerisation freed up time to do more qualified analyses.
(2) Low staff turnover. The financial markets in the 1980s were exploding
(such as the IT markets in the 1990s) and AFV's financial analysts were
prime targets of the investment bankers. The ownership model and the
collaborative culture were the strategic initiatives that worked as
``golden handcuffs'' and kept the staff turnover at 5 per cent to 7 per cent
throughout the whole period, while VA suffered at least twice the turnover.
AFV proved the value of its strategy by being more profitable than VA during
the whole period (see Figure 6).
When the depression of the 1990s hit the Swedish financial markets, both
magazines came under heavy pressure. VA was hardest hit because its
editorial concept involved high fixed costs. AFV had lower fixed costs and a
much more flexible concept and was thus able to adjust rapidly by reducing the
number of pages and cutting down its fixed costs. AFV continued to operate at
a profit while VA went into the red.
Veckans affaÈrer's problems caused its publishers to decide, with effect from
March 1994, to split it into two journals: a smaller, cheaper weekly with a
different concept and a more expensive monthly.
After 18 years (!) of single-minded head-on competition, AFV had forced the
leader to move out. AffaÈrsvaÈrlden continues to this day (year 2000) to be one of
the most profitable weeklies on the Swedish market.
Conclusions
In the above paper, I have argued that a knowledge-based strategy formulation
should start with ``the primary intangible resource'', the competence of people.
People can use their competence to create value in two directions, by
JIC
2,4
356
Figure 6.
AffaÈrsvaÈrlden's focus on
managing the
intangibles enabled it to
maintain a higher
profitability than the
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Urgent news . . .
Important information regarding this year's
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