Mani Arman

In simplest terms, meta-knowledge is knowledge about the knowledge of others. The more an organization's knowledge about the knowledge of real and legal personalities increases, the higher the expectation for quality strategic decisions within the organization. The question of what responsibilities managers have in relation to meta-knowledge has not been adequately theorized and modeled. This research aims to fill this theoretical gap in the field of strategic meta-knowledge management. The methodology used in this research adopts a theme analysis approach and explores the experiences of managers in this area. The experiences of 11 senior organizational managers were reviewed through in-depth and semi-structured interviews. The research findings indicate that the structural meta-knowledge of strategic management consists of two components: external meta-knowledge and internal meta-knowledge. In internal meta-knowledge, dimensions such as the culture of sharing knowledge resources, the manager's capacity to structure meta-knowledge, the quality of the manager's interaction with meta-knowledge, and the manager's knowledge of knowledge resources within the organization are mentioned. Additionally, in external meta-knowledge, dimensions such as the manager's knowledge of external knowledge resources, the manager's understanding of the capacities and challenges of the knowledge environment, the manager's knowledge of higher-level knowledge sources, and the manager's ability to transfer knowledge among middle and higher-level managers are highlighted.