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Purpose-Drawing upon the resource-based view of the firm, this paper develops and empirically validates a model, which examines the relationships between technical KM infrastructure (TKMI), social KM infrastructure (SKMI), and competitive advantage provided by KM (CAPKM). The authors argue that KM process capabilities account for the direct effects of TKMI and SKMI on CAPKM. Design/methodology/approach-We employed PLS-SEM to empirically test the hypotheses using a sample of 251 firms from an emerging economy. The results were then confirmed using the bias-corrected bootstrap procedure. We also conducted two robustness checks including: (a) examining a competing moderation model, (b) and performing fuzzy-set qualitative comparative analysis (fsQCA), a set-theoretic method that examines how causal conditions combine into all possible configurations of binary states to explain the desired outcome. Findings-The findings show that TKMI and SKMI have positive effects on CAPKM. In addition, KM process capabilities mediate the direct effects of TKMI and SKMI on CAPKM.

Global value chains (GVCs) enable multinational enterprises (MNEs) to engage supplier and partner firms in developing/emerging economies for lower production costs and sell products in advanced economies for maximum profits. However, digital technologies are shifting the basis of value offering in GVC from products and services to platforms. Considering that these platforms facilitate business exchanges in multi‐actor networks, the partner or supplier firms of MNEs can easily become competitors to MNEs if these firms participate in different networks. Nevertheless, relatively little research addresses how MNEs can develop structural flexibility for competitive association with and differentiation from their partner firms while developing effective strategies to optimize value creation and capture from their relationship with these partner firms. This study develops a conceptual framework to explain how value co‐creation on technology‐enabled platforms facilitates structural flexibility and strategic management of firm relationships and activities in GVC. The framework has significant implications for responsive business models and enhanced positions for firms to participate and influence value creation and appropriation in GVC.

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This study proposes a cross-situational specialization framework for what, at its introduction, was a newer generation personal computer (PC) device (a tablet computer). With use as the basis for continuance adoption as the theoretical lens, this study explores how the tablet co-exists as a substitute-and a complement-in-use with incumbent PC(s). To test a model consisting of cross-situational use patterns, determinants, and outcomes, this study develops and analyzes the results of a survey of tablet computer use in a learning and education context. The results show a stronger co-existence between the tablet and the incumbent devices when the devices perform the same tasks in different, compared to the same, situations. Additionally, use of the PC devices as distinct units depends more on the situational sophistication of their features for use than sophistication of the devices per se. Further, user perception of the tablet's in-use impact depends on its performance in situations where the incumbent devices have limited sophistication, while user perception of the tablet as an essential device depends on its extension of the uses of the incumbent devices to different situations. This study implies that when a newer generation personal mobile device is an imperfect substitute for incumbent PC devices, individual adoption of such a mobile device may facilitate a partial reversal of IT adoption in organizations.