The effect of resource based view on sustainable capability advantage

Jafari, Mostafa; Rezaee, Fatemeh

doi:10.5267/j.msl.2014.11.002

Cited by 13 publications

(14 citation statements)

References 40 publications

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“…In other words, DC implementation can improve the SCA of the Mellat bank. Our findings are consistent with the studies performed by Lin and Wu (2014) and Jafari and Rezaee (2014). That study supported the strong positive linkage between DC and SCA since dynamic capabilities can mediate the firm's VRIN resources to improve performance and reach sustainable competitive advantage.…”

Section: Discussionsupporting

confidence: 92%

Dynamic capability in an under-researched cultural environment

Rezaee¹,

Jafari²

2016

10.5267/j.msl

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During the past few years, dynamic capability (DC) has been considered as an important issue in banking industry. This paper presents a survey on dynamic capability and its role on reaching sustainable competitive advantage (SCA) within Mellat bank of Iran (MBI). A valid research instrument is utilized to conduct a survey among 150 managers from MBI. The study utilizes structural equation modelling to examine different hypotheses based on an integrated model of DC and SCA. According to literature studies, expert opinions and exploratory factor analysis, DC is classified into sensing, learning, reconfiguration, and coordination. Furthermore, SCA of the banking industry is classified into three dimensions: market, customer, and financial performance. The results indicate that DC had the greatest effect on the market centered, while it had the least influence on the customer centered.

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Section: Discussionsupporting

confidence: 92%

Dynamic capability in an under-researched cultural environment

Rezaee¹,

Jafari²

2016

10.5267/j.msl

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“…Furthermore, Veismoradi et al (2013) findings about MKM principles which serve as an apparatus for a company to achieve SCA have also been supported by our study. The practices of MKM used in our study, are somewhat similar to those used by Akroush (2010), Veismoradi et al (2013) and Jafari and rezaee (2014). Thus, once MKM practices are in place, market needs can be identified easily and marketing strategy can be further improved, creating values for the customers and accordingly, increase company profits.…”

Section: Discussionsupporting

confidence: 74%

The effect of marketing knowledge management on sustainable competitive advantage: Evidence from banking industry

Rezaee¹,

Jafari²

2015

10.5267/j.ac

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Nowadays, the importance of achieving sustainable organization with competitive advantage in complex environments has many researchers' interest. So, in this study, we evaluate different views of MKM and its role to reach SCA within banking industry. This research is relatively the scarce empirical study and adds to its originality. The findings offer valuable insights on the generalizability of MKM in a research setting. In fact, the purpose of this study is to empirically test the effect of the marketing knowledge management (MKM) on sustainable competitive advantage (SCA) within banking industry of Iran. A valid research instrument was utilized to conduct a survey of 150 top-and middle-level managers from Mellat bank of Iran (MBI). With a response rate of 81.3 percent, 122 questionnaires were returned; the number of valid and usable questionnaires was 101. Using exploratory and confirmatory factor analyses, MKM were classified into organizational strategies, culture and performance of senior manager, information technology (IT), research and development (R & D), internal customer (personnel), and external customer (client). Moreover, MBI' SCA was classified into three dimensions: market, customer, finance. Structural equation modelling was utilized to test the stated hypotheses and model. Statistical support was found for the hypothesized relationships. Moreover it has been shown that MKM maintained the greatest effect on the market centered SCA, while it had the least influence on the customer centered.Growing Science Ltd. All rights reserved. 5

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“…In today’s economy-based knowledge, successful companies have been focusing on intellectual capital more than physical capital or low-skilled workers. Jashapara (2011) and Abualoush et al (2018a) emphasized that the only certain thing in today’s uncertain environment is that “knowledge is the prime source for organization competitive advantage.” This notion is consistent with the knowledge-based view, which states that an organization that focuses on knowledge sharing and which is intangible and dynamic would be more effective in creating economic and noneconomic values than others (Jafari and Rezaee, 2014).…”

Section: Introductionsupporting

confidence: 82%

Exploring the relationships among tacit knowledge sharing, mentoring and employees’ abilities

Al-Zoubi

Alrowwad

Masa’deh

2019

VJIKMS

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Purpose This study aims to assess the relationships among tacit knowledge sharing, mentoring and employees’ abilities in the areas of solving the work problems, adaptation to environments and creation of new innovative ideas. Design/methodology/approach This study applied quantitative research methods to examine the causal relationships among the key study variables. A questionnaire-based survey developed to evaluate the research model by drawing a convenience sample includes 123 employees working in the selected company headquarters in Jordan. Surveyed data were examined following the structural equation modeling procedures. Findings Results revealed that tacit knowledge sharing had a positive effect on employees’ abilities in the areas of adaptation to the work environments and creation of innovative ideas, while there was no an affirmative effect on employees’ abilities in the area of solving the work problems. In addition, the study showed that mentoring had a positive effect on employees’ abilities in terms of solving work problems, adaptation to work environments and creation of new innovative ideas. Furthermore, mentoring had mediated the relationship between tacit knowledge sharing and employees’ abilities. Research limitations/implications The findings of this study lay a basis for future studies pertain to the effect of tacit knowledge sharing and mentoring on the employees’ abilities as preconditions for improving organizational performance. These findings would be supported by future research studies, the examining of larger samples of pharmaceutical companies to give deeper meanings and more understandings of the relationship, among key study variables. The authors argue that it is useful to expand the current research by conducting future studies, examining the mediating role of other social learning methods such as storytelling and community of practices on relationship between tacit knowledge sharing and employees abilities. Practical implications The current research model will assist knowledge managers and practitioners to take serious decisions pertaining employees’ involvement in the process of tacit knowledge sharing and mentoring as preconditions for superior organizational. As well as, it can be a step forward for conducting further research studies on relationships among tacit knowledge sharing, mentoring and employees abilities. Social implications This suggested model may act as a catalyst for continuous improvements to the Jordan pharmaceutical industry in terms of producing high-quality medicines that improve health of humans and the society at large. Originality/value Although academic studies on knowledge management showed a positive relationship between tacit knowledge sharing and organizational performance, few studies examined the relationships between tacit knowledge sharing and employees’ abilities as preconditions for superior organizational performance. Furthermore, they ignored to examine the effect of the crucial mediating role of mentoring on the relationship between the two constructs. Therefore, this research tries to fill these gaps appropriately.

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The effect of resource based view on sustainable capability advantage

Cited by 13 publications

References 40 publications

Dynamic capability in an under-researched cultural environment

Dynamic capability in an under-researched cultural environment

The effect of marketing knowledge management on sustainable competitive advantage: Evidence from banking industry

Exploring the relationships among tacit knowledge sharing, mentoring and employees’ abilities

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