Knowledge Strategy: Key Player or Relict of the Past?

The article discusses the role of knowledge strategy in organisation. Knowledge and the way how organisations work with it directly influences their readiness for action and success, especially in knowledge society. Knowledge consists of two dimensions, explicit and tacit. Although all organisations work with both dimensions, one of them is usually more important for concrete organisation. Based on their leading knowledge dimension, organisations can choose between two basic knowledge strategies, a codification or a personalisation strategy. Codification strategy is more convenient for organisations for which explicit knowledge is the leading one; personalisation strategy supports the work with tacit knowledge. Historically organisations were recommended to choose one of the strategies and to stick to it. When we look at latest case studies and empiric researches we see that many organisations do not choose one knowledge strategy and try to address both dimensions of knowledge equally. Is it good decision or no? Is it still true that every organisation has one leading dimension of knowledge and should choose correct knowledge strategy to become successful? The article tries to find some answers to this question on the example of top knowledge institution, University of Economics, Prague.