Salience of knowledge in a strategic theory of the firm

SubbaNarasimha, P.N.

doi:10.1108/14691930110399950

Cited by 24 publications

(16 citation statements)

References 25 publications

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“…Emerging as an extension of the RBV, the knowledge-based perspective defines firms as bodies that generate, integrate and distribute knowledge (McEvily, and Chakravarthy, 2002;Miller, 2002;Narasimha, 2000;and Narasimha, 2001) which is considered to be the key or strategic asset to hold the potential of sustainable CA (Grant, 1996a;and Lopez, 2005). It explains how firms leverage their KM resources to create unique KM capability to determine a firm's overall effectiveness (Gold, Malhotra, and Segars, 2001).…”

Section: Resource-based View Of Knowledge Managementmentioning

confidence: 99%

The Critical Role of Knowledge Management in Achieving and Sustaining Organisational Competitive Advantage

Nguyen

Neck

Nguyễn

2009

IBR

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The critical role of knowledge management in achieving and sustaining competitive advantage has been strongly emphasised in the extant literature. However, most previous studies were conceptually grounded and empirically examined in advanced, developed and newly industrialised countries. In addition, research to date has predominantly explored findings from a large company view while little attempt has been made to address the relative importance of different factors constituting the organisational KM capability in the context of Asian emerging, less developed countries such as Vietnam where a socialist market economy, a Confucian culture and a majority of small and medium sized enterprises currently exist. By adopting a resource-based theory of the firm with an extension of a knowledge-based perspective, this paper aims at developing and empirically validating a conceptual model of the relationships between KM capability components and their impacts on a firm's competitive advantage in Vietnam. The results of 148 surveyed respondents in the construction industry reconfirmed a general agreement found in the literature that a combined social and technological approach is ideal to take advantage of their significant positive correlations in improving organisational competitive advantage. Moreover, in the Vietnamese-specific context, the study indicated that while culture is the most important issue affecting knowledge management, integration with information technology may assist to overcome cultural barriers and provide a stronger contribution to competitive advantage.

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Section: Resource-based View Of Knowledge Managementmentioning

confidence: 99%

The Critical Role of Knowledge Management in Achieving and Sustaining Organisational Competitive Advantage

Nguyen

Neck

Nguyễn

2009

IBR

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“…Functional innovation capabilities play an important role in the execution of the day-to-day activities necessary for the development of the product (Narasimha, 2001; Innovation capabilities Croom, 2001;Cepeda and Vera, 2007). These are divided into upstream and downstream capabilities.…”

Section: Innovation Capabilitiesmentioning

confidence: 99%

Innovation capabilities in food and beverages and technology -based innovation projects

Tepic

Fortuin²,

Kemp

et al. 2014

British Food Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to establish the differences between the food and beverages (F&B) and technology-based industries with regards to the relation between previously identified success factors and innovation project performance. Design/methodology/approach -These differences are established on the basis of logistic regression analysis, using 38 innovation projects (18 F&B and 20 technology-based). Findings -Newness of the innovation project to the company, communication capabilities and market potential have a more negative impact on innovation project performance in the F&B than the tech-based industry. Especially functional upstream capabilities increase the likelihood of success in F&B, when compared to tech-based innovation projects. Practical implications -While functional upstream capabilities are important for success of F&B innovation projects, there is still room for improvement in order to deal effectively with newness of the innovation project to the company. Internalization of resources from the network and a balanced radical/incremental innovation project portfolio contribute to additional enhancement of functional capabilities of the F&B companies, improving their capacity to deal with newness. Through a larger focus on co-innovation with retail, F&B companies can improve their intra-and inter-firm communication capabilities to attain more consumer-oriented integration of R&D and marketing activities, improving the market potential of their innovations. Originality/value -This paper demonstrates that the previously identified critical success factors for innovation projects differ in impact and importance for F&B innovation project performance when compared to innovation projects in the technology-based industry.

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“…The RBV of the firm examines the link between a firm's idiosyncratic attributes and performance (Barney, 1991) based on its internal strengths to take advantage of opportunities and counter threats in the market, aimed at creating sustainable CA through acquiring, utilising, and exploiting firm-specific resources (April, 2002;Riahi-Belkaoui, 2003) and, more importantly, integrating different resources to form strong organisational capabilities (Grant, 1996a;Verona, and Ravasi, 2003;and Zollo and Winter, 2002). Emerging as an extension of the RBV, the knowledge-based perspective defines firms as bodies that generate, integrate and distribute knowledge (McEvily, and Chakravarthy, 2002;Miller, 2002;Narasimha, 2000;and Narasimha, 2001) which is considered to be the key or strategic asset to hold the potential of sustainable CA (Grant, 1996a;and Lopez, 2005).…”

Section: Resource-based View Of Knowledge Managementmentioning

confidence: 99%

The impact of knowledge management infrastructure on organisational competitiveness in a Confucian-socialist market economy

Nguyen

Neck

Nguyễn

2008

2008 International Conference on Service Systems and Service Management

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The critical role of knowledge management (KM) in achieving and sustaining a competitive advantage (CA) has been strongly emphasised in the extant literature. However, most previous studies were conceptually grounded and empirically examined in advanced, developed and newly industrialised countries and from a large company perspective. Meanwhile, little attempt has been made to address the relative importance of different factors constituting the organisational KM infrastructure capability in the context of Asian emerging, less developed countries such as Vietnam where a socialist market economy, a Confucian culture and a majority of small and medium sized enterprises currently exist. By adopting a resource-based theory of the firm with an extension of a knowledge-based perspective, this paper aims at developing and empirically validating a conceptual model of the relationships between KM infrastructure capability components and their impacts on a firmpsilas CA in Vietnam. The results of 148 surveyed respondents in the construction industry reconfirmed a general agreement found in the literature that a combined social and technological approach is ideal to take advantage of their significant positive correlations in improving organisational competitiveness. Moreover, in the Vietnamese-specific context, the study indicated that while culture is the most important issue affecting KM, integration with information technology may assist to overcome cultural barriers and provide a stronger contribution to a firmpsilas CA.

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Salience of knowledge in a strategic theory of the firm

Cited by 24 publications

References 25 publications

The Critical Role of Knowledge Management in Achieving and Sustaining Organisational Competitive Advantage

The Critical Role of Knowledge Management in Achieving and Sustaining Organisational Competitive Advantage

Innovation capabilities in food and beverages and technology -based innovation projects

The impact of knowledge management infrastructure on organisational competitiveness in a Confucian-socialist market economy

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