DEVELOPING AND DEPLOYING KNOWLEDGE FOR INNOVATION: BRITISH AND JAPANESE CORPORATIONS COMPARED

2001 ◽  
Vol 05 (01) ◽  
pp. 73-103 ◽  
Author(s):  
SIMON COLLINSON
Keyword(s):  
Dynamic Capabilities ◽  
Process Development ◽  
Steel Strip ◽  
Employee Motivation ◽  
Knowledge Based ◽  
Theoretical Approaches ◽  
Nippon Steel Corporation ◽  
Product And Process ◽  
Plant Level ◽  
The Uk

Within a broader comparison of the management of innovation in British and Japanese firms, this paper focuses on an alliance between British Steel Strip Products and Nippon Steel Corporation established to help the UK firm improve its plant-level procedures for product and process development. The alliance proved successful and clear improvements in defect rates, productivity and product quality were achieved by the UK firm. Some practices, however, proved to be difficult or impossible to "learn" or develop in the organisation context of the British firm. A variety of theoretical approaches, including dynamic capabilities, innovation studies and the "social shaping of technology" are combined in a knowledge-based approach to analyse how differences in the organisation context influence knowledge-management capabilities and innovation. The findings highlight important differences between the two firms, including aspects of managerial power and employee motivation, that influence how specialist knowledge is developed, deployed, integrated and "leveraged" for manufacturing innovation. Contextual factors underpin sustained differences between such firms and therefore represent sources of competitive advantage, but may also contribute to inertia and path-dependency.

The functioning of dynamic capabilities: explaining the role of organizational innovativeness and culture

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somonnoy Ghosh ◽  
Bhupen K. Srivastava
Keyword(s):  
Structural Equation ◽  
Dynamic Capabilities ◽  
Theory And Practice ◽  
Measurement Instruments ◽  
Cross Sectional ◽  
Content Type ◽  
Moderating Variables ◽  
Organizational Innovativeness ◽  
Knowledge Based ◽  
Product And Process

PurposeUsing the knowledge-based view of the firm, dynamic capability literature and known dimensions of organizational innovativeness (OI), this article develops two testable models that attempt to explain: (1) how innovativeness functions as a source of capability dynamization and (2) how organizational culture (OC) critically determines this function of innovativeness.Design/methodology/approachThe study uses a cross-sectional design and maximum variation sampling to identify organizations from the population of formal Indian business firms with the aim of controlling the effects of moderating variables such as their size, age, nature of business and ownership. Measurement instruments are borrowed from the literature. The cleaned dataset (n = 453 cases from 13 organizations) is randomly split into two-halves, which are used separately for extracting and confirming underlying factors. Rigorous procedure for assessing scale psychometric properties has been followed. The hypotheses are tested using structural equation modelling (SEM).FindingsExcept for a couple of paths that turned out insignificant, the data by and large support the study hypotheses. While market innovativeness failed to emerge as a factor, the capability dynamizing dimensions of innovativeness significantly predict its outcome dimensions of product and process innovativeness. Barring the effect of “trust”, they also fully mediate the effect of the rest of the culture factors on these outcome dimensions. Importantly, they are substantively determined by the culture factors, suggesting that the capability dynamizing dimensions are embedded in culture.Originality/valueThe primary contribution of this study is that besides accounting for how firm innovativeness can possibly explain the dynamism in dynamic capabilities, the results indicate a critical influence of culture in determining the potency of the dynamizing mechanisms. This has important implications for theory and practice.

scholarly journals Why Not Knowledge-Based HRM? Its Direct and Indirect Effect on Innovative Service Offerings

SAGE Open ◽  
2020 ◽  
Vol 10 (4) ◽  
pp. 215824402098300
Author(s):  
Norwan Ahmad ◽  
Ng Siew Imm ◽  
Yuhanis Abdul Aziz ◽  
Norazlyn Kamal Basha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Business Service ◽  
Marketing Capability ◽  
Cross Sectional Survey ◽  
Knowledge Based ◽  
Human Resource Management Practices

This article is aimed at examining the effect, direct and indirect, of knowledge-based human resource management on innovative offerings of service small and medium-sized enterprises (SMEs). Knowledge-based human resource management essentially reflects the central role played by the embedded knowledge-centric human resource management practices, which may lead to new or improved services. A cross-sectional survey was implemented involving a sample of 278 business service SMEs from Malaysia and indicated two key findings from the study. First, knowledge-based human resource management was found to positively influence innovative service offerings. Second, dynamic capability in the aspects of entrepreneurial orientation, marketing capability, and technological capability were found to mediate the knowledge-based human resource management–innovative service offerings relationship. This study espouses the potentials of creating innovative service offerings among business service SMEs through embedding knowledge perspective in human resource management practices as well as investment in dynamic capabilities.

Internet plus policy

2017 ◽  
Vol 8 (3) ◽  
pp. 375-386 ◽  
Author(s):  
Kalin Hristov
Keyword(s):  
Dynamic Capabilities ◽  
Cost Effective ◽  
Chinese Economy ◽  
Policy Recommendations ◽  
Content Type ◽  
Knowledge Based ◽  
Course Of Action ◽  
Knowledge Based Economy ◽  
Start Up ◽  
Cooperative Relationship

Purpose The purpose of this paper is to analyze and determine the best course of action for policymakers in China when dealing with the implementation of best practices for the internet of things (IoT). The recently introduced Internet Plus strategy is an attempt by Chinese policymakers to boost the Chinese economy by diminishing its reliance on manufacturing and export in favor of a knowledge-based economy driven by services and the tech sector. The IoT is arguably one of the key drivers behind this transformation. Design/methodology/approach This paper conducts an analysis of existing literature on the IoT and uses two complimentary theories, resource-based view and dynamic capabilities theory, to determine a set of policy recommendations. Findings A cooperative relationship between policymakers, start-up firms and academia is essential to the success of the IoT. The artificial intelligence industry also plays a key role in the development of the IoT and requires strategic funding and favorable policy. Finally, established and cost-effective standards and practices are much more likely to be effective than new and costly alternatives. Originality/value This paper examines the newly established field of the IoT and sets out a number of policy recommendations needed for its success. To achieve this, the author uses two complimentary theories unique to the business management field but increasingly compatible with the Chinese public policy sector.

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