Pluralist Epistemology and the Knowledge-Based Theory of the Firm

Organization ◽  
1998 ◽  
Vol 5 (2) ◽  
pp. 233-256 ◽  
Author(s):  
J. -C. Spender
Keyword(s):  
Theory Of The Firm ◽  
Knowledge Based

The Knowledge-Based Theory of the Firm and the Question of Firm Boundaries

2013 ◽  
pp. 137-150
Author(s):  
Pedro López Sáez ◽  
José Emilio Navas López ◽  
Gregorio Martín de Castro ◽  
Jorge Cruz González
Keyword(s):  
Theory Of The Firm ◽  
Firm Boundaries ◽  
Knowledge Based

Knowledge Management in Governance

2006 ◽  
pp. 278-291
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Strategic Management ◽  
Theory Of The Firm ◽  
Collective Knowledge ◽  
Knowledge Based ◽  
Innovative Methods ◽  
Corporate Goals ◽  
Knowledge Intensive ◽  
A Company

The knowledge-based view of the firm has established itself as an important perspective in strategic management. This perspective builds on the resource-based theory of the firm. The knowledge-based view of the firm implies that information systems are designed to support knowledge management in organizations. Knowledge management can be defined as a method to simplify and improve the process of sharing, distributing, creating, capturing, and understanding knowledge in a company. Knowledge management is description, organization, sharing, and development of knowledge in a firm. Knowledge management is managing knowledge-intensive activities in a company. Knowledge management refers to identifying and leveraging the collective knowledge in a company to help the company compete. Knowledge management is a method for achieving corporate goals by collecting, creating and synthesizing and sharing information, insights, reflections, thoughts, and experience. Knowledge management is a discipline focused on systematic and innovative methods, practices, and tools for managing the generation, acquisition, exchange, protection, distribution, and utilization of knowledge, intellectual capital, and intangible assets (Montana, 2000). The purpose of knowledge management is to help companies create, share and use knowledge more effectively. Effective knowledge management causes fewer errors, less work, more independence in time and space for knowledge workers, fewer questions, better decisions, less reinventing of wheels, improved customer relations, improved service, and improved profitability. Knowledge management is purported to increase both innovation and responsiveness. The recent interest in organizational knowledge has prompted the issue of managing knowledge to the organization’s benefit (Alavi & Leidner, 2001).

Export market expansion through indirect learning: evidence from Korean exporters

2016 ◽  
Vol 20 (4) ◽  
pp. 318-331 ◽  
Author(s):  
Han-Mo Oh ◽  
Dennis B. Arnett ◽  
Sang Bong An
Keyword(s):  
Emerging Market ◽  
Theory Of The Firm ◽  
Foreign Market ◽  
Export Market ◽  
Interfirm Relationships ◽  
Sampling Frame ◽  
Data Set ◽  
Content Type ◽  
Market Expansion ◽  
Knowledge Based

Purpose A appreciable number of exporters have successfully developed their markets in foreign countries although they have little prior experience in those countries. Advocating that indirect learning plays a crucial role in explaining this phenomenon, the purpose of this paper is attempted to investigate whether and how learning indirectly from competitors and interfirm relationships enables exporters to successful expand their business into foreign markets. Design/methodology/approach Drawing on the knowledge-based theory of the firm and the late-mover advantage theory, the authors developed an empirically testable model that explains and predicts the effects of indirect learning on the success of export market expansion. The model was tested using a complied archival data set in regard to exporters’ market expansion events and international accounting. The sampling frame was the events of Korean exporters’ market expansion. Findings Empirical evidence shows that exporters’ indirect learning from domestic, local, global competitors and from interfirm relationships influence their success of market expansion. In addition, indirect learning from domestic rivals and from interfirm relationships has a more positive effect on the success of expansion into emerging markets than into developed markets. Research limitations/implications Because the authors employed an event-study method, the limitations of this method can be applied to the present research. In addition, because of the empirical context, the results of the research may lack generalizability. The authors, however, provided an understanding how an exporter can succeed in a foreign market specifically when it has lack of direct experience in the market. Practical implications The results of the current research suggested that an exporter should try to learn from local, domestic, and global rivals experienced in a foreign market in order to succeed in the market. In addition, exporters should be affiliated with business groups or partnerships because these affiliations can strengthen the information-sharing mechanisms. Moreover, an exporter should focus first on learning from local rivals and then domestic rivals in order to develop proper expansion strategies. Finally, an exporter should attempt to more actively learn from rivals and interfirm relationships when it targets an emerging market than a developed market. Originality/value Prior studies have emphasized the effects of a firm’s direct learning on market development success. The authors, however, filled a knowledge gap of the impacts of learning in two aspects. First, the authors provided an understanding of the effects of indirect learning on market expansion success. Second, the authors demonstrated these effects in the context of export.

Toward a knowledge-based theory of the firm

1996 ◽  
Vol 17 (S2) ◽  
pp. 109-122 ◽  
Author(s):  
Robert M. Grant
Keyword(s):  
Theory Of The Firm ◽  
Knowledge Based

Knowledge Management Challenges in the Non-Profit Sector

2011 ◽  
pp. 2348-2354 ◽  
Author(s):  
Paula M. Bach ◽  
Roderick L. Lee ◽  
John M. Carroll
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Information Technologies ◽  
Theory Of The Firm ◽  
Organizational Knowledge ◽  
Management Program ◽  
Non Profit ◽  
Knowledge Based ◽  
Organizational Knowledge Creation ◽  
The Creation

The concept of knowledge management is rooted in cognitive psychology and organizational theory. Knowledge management is concerned with the creation, storage, and distribution of knowledge by groups, organizations, and communities. Two theoretical frameworks are instrumental in shaping the knowledge management discourse: organizational knowledge creation (Nonaka, 1994) and organizational knowledge (Spender, 1996). Widely cited in the literature is Ikujiro Nonaka’s (1994) explication of the epistemological and ontological dimensions of organizational knowledge creation. Michael Polanyi (1966), makes a distinction between tacit and explicit (codi- fied) knowledge in the epistemological dimension, whereas social interaction is the foundation of the ontological dimension. Over the years, the term knowledge management has been conflated with organizational learning and memory. Realizing that knowledge, memory, and learning are all interrelated, John-Christopher Spender (1996) proposed a knowledge-based theory of the firm. The knowledge-based theory of the firm is primarily concerned with the collective capabilities of generating, combining, and applying knowledge. Given the advances in computing and telecommunications technologies, scholars have considered how information technologies can be used strategically to facilitate knowledge management (Alavi & Leidner, 2001). For example, wikis, blogs, content management systems, and the like provide dynamic infrastructures that support the creation, transfer, and application of knowledge. More importantly, these tools enhance organizational memory that can subsequently be shared across time and space. However, a knowledge friendly culture (Davenport & Prusak, 1998) precedes an effective knowledge management program. The purpose of this article is to explore the challenges that arise in nonprofit settings, particularly the ways in which knowledge is stored and transmitted through an organization’s culture. We propose two key challenges that influence organizational culture: acceptance of change and leaders’ ability to develop a knowledge friendly culture. We conclude with a discussion on the role that these factors played in constraining a knowledge friendly culture in two case studies.

A Content-Incentive-Usability Framework for Corporate Portal Design

2011 ◽  
pp. 182-187
Author(s):  
Akhilesh Bajaj
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Theory Of The Firm ◽  
Product Domain ◽  
Knowledge Based

The knowledge based theory of the firm argues that firms obtain competitive advantage by creating, storing and applying knowledge (Jayatilaka, Schwarz, & Hirschheim, 2003). According to Grant and Baden-Fuller (1995), a firm’s ability to leverage knowledge held by members in the organization is dependent on first, the ability of the firm to create an infrastructure to access this knowledge, transfer it and make it available to others. A second determinant is the extent to which the knowledge that is captured matches with the product domain of the firm.

Theories and Models of Service-Oriented Firms

2012 ◽  
pp. 1-34
Keyword(s):  
Business Model ◽  
Business Models ◽  
Theory Of The Firm ◽  
Business Strategies ◽  
Service Orientation ◽  
Internet Technologies ◽  
Service Business ◽  
Knowledge Based ◽  
Service Oriented ◽  
Significant Mechanism

A general understanding of business firms is required in order to be able to develop business and IT strategies. This chapter presents the resource-based theory of the firm, the knowledge-based theory of the firm, and the activity-based theory of the firm. With the widespread adoption of Internet technologies by firms, e-business models have emerged as a significant mechanism for service business. Both business and e-business models represent the commercial implementations of the business strategies chosen by the firms. This chapter, therefore, reviews the firm with a service orientation in terms of its value configuration, business model, and e-business model.

Theory of the Firm and Strategic Management

2013 ◽  
pp. 131-146 ◽  
Author(s):  
M. Storchevoy
Keyword(s):  
Economic Theory ◽  
Strategic Management ◽  
Dynamic Capabilities ◽  
Theory Of The Firm ◽  
Capabilities Approach ◽  
Positioning Theory ◽  
Resource Based View ◽  
Knowledge Based ◽  
Management Literature

M. Storchevoy. Theory of the Firm and Strategic Management The paper considers the approaches to the theory of the firm developed by strategic management scholars: positioning theory, resource-based view, dynamic capabilities approach, knowledge-based view, strategic theory of the firm, as well as open innovations theory. The author shows how the ideas of these scholars correspond to the economic theory of the firm and demonstrates that there is little ground for existence of an autonomous “strategic theory of the firm”, but some concepts from strategic management literature may expand and enrich the economic theory of the firm.

INTER-ORGANISATIONAL COLLABORATION AND BUSINESS MODEL INNOVATION: THE JOINT MODERATING EFFECTS OF ABSORPTIVE CAPACITY AND COLLABORATION DEPTH

2020 ◽  
pp. 2150050
Author(s):  
JUN YU ◽  
XINRUI LI ◽  
ZHENGCONG MA
Keyword(s):  
Business Model ◽  
Absorptive Capacity ◽  
Innovation Management ◽  
Theory Of The Firm ◽  
Manufacturing Firms ◽  
Business Model Innovation ◽  
Moderating Effect ◽  
Moderating Effects ◽  
Senior Managers ◽  
Knowledge Based

Informed by the knowledge-based theory of the firm, the study explores how internal absorptive capacity and external inter-organisational collaboration jointly promote business model innovation (BMI). Drawing on the relevant existing literature, a model linking collaboration breadth, collaboration depth, absorptive capacity, and BMI was constructed and tested. Hierarchical multiple regression analysis of the results of a questionnaire-based survey of 317 senior managers in manufacturing firms revealed that both collaboration breadth and collaboration depth are positively related to BMI. Collaboration depth has no significant moderating effect on the collaboration breadth–BMI relationship, and absorptive capacity has no significant moderating effect on relations between BMI and collaboration breadth or collaboration depth. However, the joint moderating effects of absorptive capacity and collaboration depth on the collaboration breadth–BMI relationship were positively significant. These results have a number of implications for research on BMI and innovation management and for the development of knowledge-based theory.

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