scholarly journals Determinants of causal ambiguity and difficulty of knowledge transfer within the firm

2013 ◽  
Vol 19 (6) ◽  
pp. 742-755 ◽  
Author(s):  
Ugur Uygur
Keyword(s):  
Knowledge Transfer ◽  
Best Practices ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Sustainable Competitive Advantage ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Causal Ambiguity ◽  
New Framework

AbstractThe knowledge-based view of the firm portrays knowledge assets as the basis of sustainable competitive advantage. However, leveraging the knowledge available to the firm is not straightforward. The transfer of best practices within the firm or the replication of a certain routine poses challenges for managers. Causal ambiguity of knowledge makes it difficult to transfer practices into other contexts within the firm. In this paper, a new framework is proposed that identifies four antecedents to causal ambiguity: complexity, tacitness, relevance to the existing knowledge base, and the locality of knowledge. The paper concludes with the implications of the framework.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

scholarly journals The Theoretical Embedding Of Born Globals: Challenging Existing Internationalization Theories

2014 ◽  
Vol 14 (1) ◽  
pp. 39
Author(s):  
Ricarda B. Bouncken ◽  
Felix Schuessler ◽  
Sascha Kraus
Keyword(s):  
Competitive Advantage ◽  
Underlying Mechanism ◽  
Learning Processes ◽  
Sustainable Competitive Advantage ◽  
Born Globals ◽  
Resource Based View ◽  
Knowledge Based ◽  
A Company

This article examines the embedding of the phenomenon of Born Globals into three existing theories of the firm. The model of Born Globals deals with young companies that begin shortly after their foundation to internationalize. The Uppsala Internationalization Model helps to delimit the concept of Born Globals from existing internationalization models and to highlight their special features. The resource-based view takes up the integration of knowledge as the key resource of Born Globals and explains the underlying mechanism with which a company achieves a sustainable competitive advantage from a bundle of resources. The knowledge-based view is concerned with the generation of knowledge and explains the learning processes that are performed by the entrepreneur. A recurring theme could be identified and contains the following elements which interconnect the three theories of the firm with the concept of Born Globals - knowledge as a key resource, learning, and integration of knowledge into organizations.

Intellectual Capital

2010 ◽  
pp. 237-252 ◽  
Author(s):  
Maria do Rosário Cabrita ◽  
Virgílio Cruz Machado ◽  
António Grilo
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Sustainable Competitive Advantage ◽  
Central Question ◽  
Organisational Performance ◽  
Holistic Model ◽  
Knowledge Based ◽  
Study Support ◽  
Key Driver ◽  
Strategic Perspective

With the rise of the “new economy”, knowledge became a most valuable resource. Accepting knowledge as a resource suggests that knowledge can be acquired, transferred, combined and used, and it may be a potential source of sustainable competitive advantage. In this context, knowing how an organization creates value, based on its potential of knowledge, became a central question in management research. Under a strategic perspective, knowledge that creates value is defined as intellectual capital, the application of which will give organisations sustainable competitive advantage. Therefore, identifying, measuring and managing intellectual capital is crucial for corporate innovation and competitiveness. The purpose of our study is to examine the interrelationships and the effects of interaction between intellectual capital components and organisational performance, and defines how knowledge creates value. The study is developed in the context of Portuguese banks, an industry where differentiation of products and services almost exclusively hinges on the continuous rejuvenation of the underlying knowledge base. Empirical findings from this study support the propositions that intellectual capital is a key driver of organisational performance and that a knowledge-based perspective holds a more holistic model of organisations’ value creation.

Creating Organizational Knowledge

2007 ◽  
pp. 42-63
Author(s):  
Nilmini Wickramasinghe ◽  
Dag Von Lubitz
Keyword(s):  
Competitive Advantage ◽  
Decision Maker ◽  
Organizational Knowledge ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Comprehensive Coverage

This book provides comprehensive coverage of all areas (people, process, and technology) necessary to become a knowledge-based enterprise. It presents several frameworks facilitating the implementation of a KM initiative and its ongoing management so that pertinent knowledge and information are always available to the decision maker, and so the organization may always enjoy a sustainable competitive advantage

Understanding the Knowledge Construct

2007 ◽  
pp. 16-41
Author(s):  
Nilmini Wickramasinghe ◽  
Dag Von Lubitz
Keyword(s):  
Competitive Advantage ◽  
Decision Maker ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Comprehensive Coverage

This book provides comprehensive coverage of all areas (people, process, and technology) necessary to become a knowledge-based enterprise. It presents several frameworks facilitating the implementation of a KM initiative and its ongoing management so that pertinent knowledge and information are always available to the decision maker, and so the organization may always enjoy a sustainable competitive advantage

scholarly journals Explaining the competitive advantage generated from Analytics with the knowledge-based view: the example of Logistics and Supply Chain Management

2019 ◽  
Vol 13 (1) ◽  
pp. 163-214 ◽  
Author(s):  
Tino T. Herden
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
Data Driven ◽  
Sustainable Competitive Advantage ◽  
Chain Management ◽  
Knowledge Based ◽  
Data Scientist ◽  
Functional Teams

AbstractThe purpose of this paper is to provide a theory-based explanation for the generation of competitive advantage from Analytics and to examine this explanation with evidence from confirmatory case studies. A theoretical argumentation for achieving sustainable competitive advantage from knowledge unfolding in the knowledge-based view forms the foundation for this explanation. Literature about the process of Analytics initiatives, surrounding factors, and conditions, and benefits from Analytics are mapped onto the knowledge-based view to derive propositions. Eight confirmatory case studies of organizations mature in Analytics were collected, focused on Logistics and Supply Chain Management. A theoretical framework explaining the creation of competitive advantage from Analytics is derived and presented with an extensive description and rationale. This highlights various aspects outside of the analytical methods contributing to impactful and successful Analytics initiatives. Thereby, the relevance of a problem focus and iterative solving of the problem, especially with incorporation of user feedback, is justified and compared to other approaches. Regarding expertise, the advantage of cross-functional teams over data scientist centric initiatives is discussed, as well as modes and reasons of incorporating external expertise. Regarding the deployment of Analytics solutions, the importance of consumability, users assuming responsibility of incorporating solutions into their processes, and an innovation promoting culture (as opposed to a data-driven culture) are described and rationalized. Further, this study presents a practical manifestation of the knowledge-based view.

Knowledge Assets and Value Creation Dynamics

2011 ◽  
pp. 30-49
Author(s):  
Karim Moustaghfir ◽  
Giovanni Schiuma
Keyword(s):  
Competitive Advantage ◽  
Value Creation ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Knowledge Assets ◽  
Product Cycles ◽  
Continuous Innovation ◽  
Organisational Capabilities ◽  
Strategic Resources

Today’s business landscape is increasingly complex and turbulent, forcing firms to develop their capabilities in order to be able to face macro-forces such as globalization, hyper-competition, reduced product cycles and continuous innovation. In such a competitive scenario, firms have to identify and manage the crucial resources and sources for competitive advantage. The management literature has identified knowledge assets as critical drivers of performance and value creation. However, the understanding of how these strategic resources contribute to shape the organisational value creation dynamics still remains a concern to be fully disclosed. Especially the dynamic nature of knowledge assets and how they contribute to firm performance need to be clarified. This chapter, on the basis of a systematic literature review, aims to define a theoretical framework to explain how knowledge asset define the pillars to shape organisational capabilities and provide firms with a sustainable competitive advantage and long-term superior performance.

Conceptual Theory

2010 ◽  
pp. 1-22 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Gap Analysis ◽  
Organizational Knowledge ◽  
The Other ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Individual Level ◽  
The Individual

This chapter will provide the reader with two definitions of knowledge, one at the individual level, the other at the organizational level. This will be followed by connecting the knowledge base of the organization to its sustainable competitive advantage by using a multiple-layer framework of organizational knowledge. Then, the chapter will discuss the frameworks of knowledge management vision, mission and goals for the organization. Temporary and functional gap analysis frameworks will follow. The chapter will end with a brief description of three tools developed by the authors.

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