This paper analyzes the relationship between quality management (QM) and knowledge transfers. The study of QM was tackled by analyzing the degree of implementation of the different practices that compose it. Hypotheses are developed on the relationship between some QM practices and knowledge transfers. Both the proposed model and the hypotheses were tested on a sample of 197 Spanish firms. The results confirm the importance of the different QM practices on internal and external knowledge transfers. #

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Drawing on a dynamic capabilities perspective and a resource-based view, this article analyzes the relationship between absorptive capacity and corporate entrepreneurship, and their combined effect on organizations’ performance. It contributes to the literature by dissociating the dimensions of absorptive capacity (potential and realized) and corporate entrepreneurship (innovativeness, proactiveness, new business venturing, and self-renewal). A quantitative study was performed with data gathered by personal interviews, using a structured questionnaire. The theoretical model was estimated through a structural equation model, using a sample of 168 Spanish firms. The results show that proactiveness positively influences innovativeness and that both proactiveness and innovativeness have a positive influence on potential and realized absorptive capacity. A significant positive relationship also exists between potential and realized absorptive capacity. Furthermore, realized absorptive capacity positively influences new business venturing and self-renewal. Finally, proactiveness and new business venturing directly and positively influence organizational performance, but not innovativeness and self-renewal. The study demonstrates that entrepreneurs must be able to enhance potential and realize absorptive capacities at the same time in order to improve the end performance of their corporate entrepreneurial projects. Both absorptive capacities are strongly related to corporate entrepreneurial activities and have a strong influence on firms’ performance.

This article analyzes outsourcing from a knowledge‐based perspective. We investigate how knowledge as an organizational resource and the capabilities to manage this knowledge affect the benefits of outsourcing. Our results indicate that the nature of the knowledge of the outsourced activity affects the success of outsourcing. We also analyze the way in which collaborative know‐how (as a knowledge resource) and learning capability (as an organizational capability) affect outsourcing benefits. We then test the validity of this hypothesis by surveying organizations from the service sector. The results of the empirical study provide strong support for our assertion that knowledge management affects the results of outsourcing decisions.