Why the whole is less than the sum of its parts: Examining knowledge management in acquisitions

Organisational knowledge creation strategies: A conceptual framework

“…For example, exploitation happening in cooperative organisational arrangements, such as strategic alliances, focuses on integrating knowledge gaining from their partners and transforms them into firm-specific idiosyncratic knowledge resource (Mothe, 1999). Formal strategy toward knowledge acquisition rewards for gaining knowledge, boundary-spanning positions, and resource committed to acquiring knowledge are examples of exploitation strategies for organisations to convert public knowledge into private knowledge (Chua & Goh, 2009;Hamel, 1991;Simonin, 1991).…”

Training Adult Entrepreneurs in an Emerging Economy: The Case of Namibia

“…As a result, organizations need to be more creative to adapt to these changes in order to survive and remain sustainable in the future (Brown, 2011;Cummings & Worley, 2008). Several authors maintain that knowledge is the key for organizations to sustain competitive advantage (see Chua & Goh, 2009;Cranfield & Taylor, 2008;Delfmann & Koster, 2012;Dohse & Walter, 2012;Howell & Annansingh, 2013;Rahimi, Arbadisarjou, Allameh & Aghababaei, 2011;Unger, Rauch, Frese & Rosenbusch, 2011).…”

“…In a similar vein Badelt, Gibb, and EC (cited by Kailer, 2009) propose that universities should become more entrepreneurial focused and develop teaching strategies to enhance the selfemployment of students, alumni, and academic staff. As mentioned by Chua and Goh (2009) the transfer of knowledge involves a developmental process of competencies that can enable individuals to perform the appropriate actions in a specific context. Although numerous education programs have been designed to empower individuals to become successful entrepreneurs, many of them remained the same over time and are unable to respond to a changing environment (Van Aardt et al, 2011).…”