Changing Nature of Competitive Advantage

How organizational climate and structure affect knowledge management—The social interaction perspective

“…Organizational climate plays an essential role in shaping employees' behaviors and influencing their perception of knowledge management (Chen & Lin, 2004;Long, 2000;Sveiby & Simons, 2002). One of the keys to remain competitive advantage for organizations is to foster the continuously innovative atmosphere to set in motion in its internal processes, procedures, and capabilities (Merrifield, 2000). Firms can encourage employees to think freely, to communicate their opinions and ideas openly, and to explore non-routine alternatives through formulating an innovative climate (Edmondson, 1999;Jaw & Liu, 2003;Norrgren & Schaller, 1999).…”

Promoting organizational learning and self‐renewal in Taiwanese companies: The role of HRM

“…Much literature on corporate renewal suggests that continuous innovation is the most vital requirement for revitalizing businesses (Merrifield, 2000). 3M, a company well known for its traditions of innovation, consistently renews itself through encouraging as many employees as possible to be innovative.…”

“…Organizations must be in constant self-renewal to improve their competitive positioning; that is, to transform corporations, their markets, and their industries as they develop and exploit opportunities for value-creating innovation (Crossan, Lane, & White, 1999;Merrifield, 2000). Since the survival of an organization is based on its ability to constantly develop and renew itself through the process of creating an environment in which people are the most important resources (Bartlett & Ghoshal, 1995), the underlying phenomenon of interest should pivot on recognizing the particular tacit feature of such a self-renewal environment.…”

Drivers and impacts of ICT adoption on transport and logistics services

“…Consequently, most firms have entered into a highly competitive marketplace characterized by an increase in competition, uncertainty, and complexity (Merrifield, 2000).…”