2020
DOI: 10.3390/joitmc6030090
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Managing Knowledge, Dynamic Capabilities, Innovative Performance, and Creating Sustainable Competitive Advantage in Family Companies: A Case Study of a Family Company in Indonesia

Abstract: Family businesses often face significant challenges while trying to develop and increase their sustainability throughout generations. This is often due to their inability to properly manage the knowledge required to develop their resources to increase sustainability. Therefore, this study examines the relationship between processes of managing knowledge, dynamic capabilities, and innovative performance in an Indonesian family company in order to improve business performance. This is qualitative research with a… Show more

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Cited by 38 publications
(25 citation statements)
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References 85 publications
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“…Marchiori [31] and Choo [32] addresses these differences by stating that information management (IM) has as a goal to optimize the usefulness and contribution of information resources to achieve the objectives of the organization. However, according to Gold et al [33] and Koentjoro and Gunawan [34], effective knowledge management, from the perspective of organizational capabilities, suggests a knowledge infrastructure that should include five key elements: (1) technology, the systems, tools, and technologies properly designed and implemented for the needs of the organization; (2) structure; (3) organizational culture, i.e., that which influences the way people interact, the context within which knowledge is created, the resistance they have to certain changes, and, ultimately, the way knowledge is shared or not; (4) a knowledge process architecture of acquisition, conversion, application, and protection; and (5) leadership [35,36].…”
Section: Where Did It Happen?mentioning
confidence: 99%
“…Marchiori [31] and Choo [32] addresses these differences by stating that information management (IM) has as a goal to optimize the usefulness and contribution of information resources to achieve the objectives of the organization. However, according to Gold et al [33] and Koentjoro and Gunawan [34], effective knowledge management, from the perspective of organizational capabilities, suggests a knowledge infrastructure that should include five key elements: (1) technology, the systems, tools, and technologies properly designed and implemented for the needs of the organization; (2) structure; (3) organizational culture, i.e., that which influences the way people interact, the context within which knowledge is created, the resistance they have to certain changes, and, ultimately, the way knowledge is shared or not; (4) a knowledge process architecture of acquisition, conversion, application, and protection; and (5) leadership [35,36].…”
Section: Where Did It Happen?mentioning
confidence: 99%
“…This means that community institutions have a strategic function, in relation to the business scale of the type of business, the market for goods, and the market for production inputs. The ability to manage knowledge in business and strengthen community capacity will encourage the creation of creative and innovative business products in response to market needs and according to consumer needs [67,68]. Thus, the development of economic enterprises, coupled with the strengthening of community capacity, and the use of renewable energy will have an impact on increasing the economic productivity of the community toward sustainable management of slum settlements in Makassar City.…”
Section: Economic Business Development and Strengthening Community Capacitymentioning
confidence: 99%
“…Businesses are operating in widely open markets to competition challenged by stakeholders and the financial markets about their TBL commitments and performance [19][20][21][22] Value Hard Soft…”
Section: Markets Compliance Competitionmentioning
confidence: 99%
“…More events occur in a shorter period that require thinking ahead and strategizing accordingly. [2,20,21] Corporate governance Exclusive Inclusive…”
Section: Time Wider Longermentioning
confidence: 99%
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