This study examines the relationship between strategic management practices of organizational knowledge of three banking institutions comprising their capability differentials. The research method employed was a comparative case study among public, national private and international banks. The results demonstrated that: rather than being something new, knowledge management is rooted in existing practices. The practices of strategic management of organizational knowledge in the banking organizations studied contributed to the development of capability differentials. Due to a persisting view of management closely tied to the tactic-operational budget, not unlike that of Management by Objectives, the "strategic view of business" was the least evidenced of the capacity differentials. Practices were employed to manage competence. Strategic maps represent an advance and allow strategies and different customer-value propositions of the banks to be highlighted. The research corroborated the findings of a previous study in which a group integrated its corporate strategy into the competence-building process.
Bank industry; strategic management of organizational knowledge; capability differentials
