Abstract
This paper analyses the role of the different types of organisational knowledge. We analyse this issue considering knowledge the main resource for capability creation. Based on an initial qualitative study, we seek to identify the role of three different types of knowledge throughout the operations value chain: strategic knowledge, tactical knowledge and operational knowledge. Survey methodology was used along with a sample from the food and machine industries. We present the results based on data from 99 companies. The method used to verify the validity of the scale was factor analysis. The results suggest that strategic knowledge is related to the main strategic decisions; tactical knowledge seeks activities integration along the operations value chain; and operational knowledge is related to problem-solving activities.
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