Knowledge capabilities in supply chain networks: a taxonomy

Abstract

Purpose This paper aims to develop a conceptual taxonomy for building requisite knowledge capabilities for different supply chain network (SCN) types. Specifically, it examines knowledge capabilities required for three types of SCNs: efficient, collaborative and agile SCNs. Design/methodology/approach This paper integrates two bodies of thought (i.e. knowledge management and organisational learning) and applies them to SCNs. An abductive research process is used to develop this conceptual taxonomy. Findings The conceptual taxonomy details three archetypical knowledge capabilities – exploitation, exploration and ambidextrous. Those knowledge capabilities are required for efficient, collaborative and agile SCNs, respectively. Research limitations/implications This paper is conceptual and theory-based. The next stages of the research seek to further strengthen the explanatory value of the taxonomy through empirical validation. Practical implications The taxonomy developed in this paper provides a valuable and pragmatic tool for managerial decision-making in the context of SCNs. Specifically, it provides a roadmap for practitioners since the study develops an understanding of the relationship between knowledge capabilities and types of SCNs. Originality/value This is one of the earliest studies that attempt to unearth requisite knowledge capabilities for different types of SCNs.

Weaving the Knowledge Capabilities and Supply Chain Management Skills into the Fabric of Supply Chain Decision Makers: Coexist of Coping Capacity

“…Three dimensions of knowledge capabilities are identified in the supply chain context. They are exploitation, exploration, and ambidextrous knowledge capabilities (Ogulin et al, 2020).…”

“…It is argued that exploitation knowledge capabilities must match market and operational requirements. Of note is that, while all organisations need both knowledge exploitation and knowledge exploration capabilities to survive (Stettner & Lavie, 2014), in organisations that are performing in stable environments, knowledge exploitation plays a principal role, and knowledge exploration plays a supporting role (Cheah & Tan, 2020;Ogulin et al, 2020).…”

“…As a whole, from the supply chain perspective, exploitation knowledge capabilities support efficient supply chain networks, exploration knowledge capabilities sustain collaborative supply chain networks, and ambidextrous knowledge capabilities foster agile supply chain networks (Ogulin et al, 2020). In sum, knowledge is closely connected to learning since knowledge is the outcome of learning processes (Argote & Miron-Spektor, 2011).…”

“…Third, knowledge plays an integral part in the role of supply chain managers. Although knowledge is critical, there is a lack of existing literature on understanding the roles of knowledge capability that requisite supply chain type (Ogulin et al, 2020). Hence, this study purpose of fill in the gap by examining knowledge capabilities towards coping capacity in the supply chain resilience environment.…”

How Is Knowledge Perceived as Power? A Multilevel Model of Knowledge Power in Innovation Networks

“…On the other hand, knowledge, as a resource, is thought to be one of the most important firm capabilities (Teece et al, 1997), and the level of knowledge of a firm describes its capacity to generate technological innovation (Wersching, 2007). Several terms related to both concepts appear frequently in the research literature, such as knowledge capabilities (Dawson, 2000;Ogulin et al, 2020), knowledge-based resource capabilities (Carrillo and Gaimon, 2004), knowledge activation (Tortoriello, 2008), knowledge integration capability (Xi et al, 2020), and dynamics of capability search and creation (Helfat, 2018). These indicate that knowledge and capability can embrace each other and coexist side by side and even within each other.…”