Knowledge‐based dynamic capability: Concept mapping, usage, and taxonomy

Abstract

Knowledge‐based dynamic capability (KBDC) is a firm's ability to acquire, create, and combine knowledge to identify and exploit opportunities while addressing the dynamics of environmental changes. Based on a systematic review and analysis of the extant literature related to KBDC from 1959–2020, we aim to trace significant theories, contexts, characteristics, and methodologies (TCCM) and their inter‐relationships to present a holistic view of the KBDCs research. In particular, the study attempts to address the issues inherent in organizing, designing, and executing KBDCs towards the attainment of the firm's strategic and organizational objectives. The study uses a structured methodological approach for conducting a systematic literature review to determine the existing contributions and by proposing the frameworks for future research. By conducting TCCM and bibliometric analysis of the existing KBDCs literature, the study provides comprehensive networks, significant countries, eminent authors, prominent theories, context, characteristics, and methodologies in this field. The analysis, therefore, addresses the managerial concerns over the entire spectrum of knowledge‐based entities and bridges the gaps, such as application bias in large organizations, developed nations, and single‐level analysis by exploring potential relationships regarding KBDC. Overall, the study provides the logical concept mapping, usage, and taxonomy contributing towards the strengthening of KBDC. In addition, the study also presents areas in which research has made the most progress as well as those in which gaps and unsolved tensions persist. The epistemological exploration traces the significant contributions for determining the future research scope.

Assessing the degree of development of dynamic capabilities theory: A systematic literature review

“…In its measurement, the particular context in which companies work is decisive, so it is difficult to standardize the results of empirical research. In knowledge management, companies make innovations to increase their competitiveness and reduce risks (Bindra et al, 2023;Kaur, 2023).…”

Team innovation: The role of team capabilities and team decision‐making

“…This study was conducted in both public and private sector organizations in India across various industries following the call for research (Bindra et al., 2023). Team members who are involved in innovation were approached for data collection.…”

“…According to past research, psychological safety, voice climate, and quality of decision‐making influence team innovation (Dreu & West, 2001; Duan et al., 2019; Knippenberg, 2017). However, the underlying mechanism through which knowledge from these capabilities leads to new ideas and outcomes remains uncertain (Bindra et al., 2023; Gonzalez, 2021; Han & Li, 2015). Team decision‐making (TDM) as an inherent process and construct focuses not only on the quality of decision‐making but also on learning and team support.…”

Mapping the Grassroots Innovation Research: A Bibliometric Analysis and Future Agenda

“…The systematic search for review literature begins with identifying and deciding on keywords and search terms from the literature. [35] Since Scopus is the largest database for academic articles and has far wider and more varied coverage than other databases, [36] it is used. The search was conducted through a single keyword in Boolean search "grassroots innovation" that fetched 335 documents.…”

“…The number of publications each author has produced and the number of citations each author has are measures of the influence of the most influential authors in a particular area of study. [36] The most notable authors contributing to research on grassroots innovation and listed in the table have more than 200 citations.…”