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In accordance with the resource‐based view and the activity‐based view, sustainable competitive advantages are mainly due to core knowledge that, together with tangible and (especially) intangible resources, develops competitive products and services through the appropriate activities and processes of the value chain. Strategic knowledge benchmarking system (SKBS) is a knowledge‐based strategic management information system framework that has been built drawing direct inspiration from both the above‐mentioned perspectives and tries to refine the classic strategic SWOT analysis. This paper carefully describes OSKBS, one of the two versions of SKBS, and shows the main benefits to be obtained from the systematic use of OSKBS. The SKBS system has been successfully piloted in more than 40 small and medium size European enterprises.

This study aims to develop a model of learning-by-hiring in which knowledge gains may occur at the time of recruitment but also after recruitment when other incumbent organizational members assimilate a recruit’s knowledge. The author’s model predicts that experienced recruits are more likely to catalyze change to their organization’s core technological capabilities.

The continuous-time parametric hazard rate regressions predict core technological change in a long panel (1970–2017) of US biotechnology industry patent data. The author uses over 140,000 patents to model the evolution of knowledge of over 52,000 scientists and over 4,450 firms. To address endogeneity concerns, the author uses the Heckman selection method and does robustness tests using a difference-in-difference analysis.

The author finds that a hire’s prior research and development (R&D) experience helps overcome inertia arising from her or his new-to-an-organization “distant” knowledge to increase the likelihood of core technological change. In addition, while the author finds that incumbent organizational members resist technological change, experienced hires may effectively induce them to adopt new ways of doing things. This is particularly the case when hires collaborate with incumbents in R&D projects. Understanding the effects of hiring on core technological change, therefore, benefits from an assessment of hire R&D experience and its effects on incumbent inertia in an organization.

First, the author does not recommend managers to hire scientists with considerable distant knowledge only as this may be detrimental to core technological change. Second, the author recommends organizations striving to effectuate technological change to hire people with considerable prior R&D experience as this confers them with the ability to influence other members and socialize incumbent members. Third, the author recommends that managers hire people with both significant levels of prior experience and distant knowledge as they are complements. Finally, the author recommends managers to encourage collaboration between highly experienced hired scientists and long-tenured incumbent organizational members to facilitate incumbent learning, socialization and adoption of new ways of doing things.

This study develops a model of learning-by-hiring, which, to the best of the authors’ knowledge, is the first to propose, test and advance KM literature by showing the effectiveness of experienced hires to stimulate knowledge diffusion and core technological change over time after being hired. This study contributes to innovation, organizational learning and strategy literatures.

The paper's objective is to present a group decision support system (GDSS) for facilitating the process of core knowledge selection.

The proposed GDSS is developed by taking advantage of the characteristics of certain existing analytical and mathematical methods, including knowledge‐based SWOT analysis, knowledge audit instruments, gap analysis, synergy analysis, similarity measures, multi‐objective linear programming (MOLP), and fuzzy programming. A case study was performed to identify whether or not the GDSS achieves its designed purpose.

The results show that GDSS can be applied effectively in identifying core knowledge that should be developed.

The proposed GDSS provides a comprehensive procedure for top managers, using a strategy‐orientated perspective to determine suitable core knowledge to be developed by appropriately analyzing internal synergy and external gap effects on core knowledge. Top managers need not only be aware of the relationship between core knowledge and other factors but must also consider decision‐making problems related to this issue.

Few prior studies have provided a systematic approach for develops organizational core knowledge by using analytical and mathematical methods. This paper particularly focuses on the question of how firms can actually identify core knowledge and thus develop appropriate strategies.

The purpose of this paper is to explore how China’s manufacturers catch up with the forerunners through R&D cooperation by developing a new mode of latecomer–forerunner R&D cooperation, i.e. the periphery–core mode, which provides a viable way for China’s manufacturers to obtain forerunners’ core knowledge from their periphery knowledge via knowledge spillover and knowledge transfer.

The paper first reviews the literature on R&D cooperation process in the catching-up context and knowledge management in R&D cooperation. Then, three cases of R&D cooperation between China’s advanced technology manufacturers and their forerunners are introduced, with emphasis on interactivities in R&D cooperation and knowledge spillover. On the basis of the multi-case study, the periphery–core mode of R&D cooperation between latecomers and forerunners is conducted.

The paper finds that the latecomers can catch up with their forerunners by acquiring forerunners’ core technology used in periphery R&D activities. Through formal and informal interactions, the forerunners’ core technology can be extracted and transferred to latecomers, which the latecomers can then absorb and further develop. Thus, it can be concluded that the periphery–core mode of R&D cooperation is a viable way for the latecomers to get access to forerunners’ core technology.

The paper contributes to the literature on the catching-up theory by developing the periphery–core mode as a new mode for the latecomers to catch up with the forerunners. It expands the understanding of the latecomer–forerunner R&D cooperation by focusing on the way that China’s manufacturers as latecomers catch up with the forerunners by accessing the forerunners’ core knowledge from their R&D cooperation in periphery knowledge. The paper shows the mechanism of knowledge transfer and spillover in R&D cooperation. The role of communications, especially informal communication between cooperation partners, is emphasized in this process. This study also provides a new perspective for cooperation partner selection by arguing that latecomers can choose their cooperation partners according to the periphery and core knowledge they possess, other than the relationship between them. Besides, this paper emphasizes the mutual support between knowledge transfer, knowledge spillover and knowledge absorption, which is necessary for latecomers to achieve successful catching up in periphery–core R&D cooperation.

The purpose of this paper is to evaluate the effects of infrastructure and strategy of knowledge management on acquisition of core competencies through knowledge management process in the Iranian automotive industry.

For collecting primary data a questionnaire was distributed among 1,100 experts in ten companies of the Iranian automotive industry. Then, structural equation modeling was used to measure the relationship among elements of knowledge management and core competencies.

Findings indicate that knowledge management strategy is directly related to core competencies and there is no significant relationship between knowledge management infrastructure and core competencies. Nevertheless, knowledge management process as a mediator variable affects the relationship between strategy and infrastructure of knowledge management and core competencies indirectly.

The paper is limited to the Iranian automotive industry. Hence, future studies of the relationship among knowledge management elements and core competencies should be conducted in different countries and industries.

Findings of this research will increase the practical information about a relatively unexplored relationship among strategy and capabilities of knowledge management and core competencies. These findings are valuable for both researchers and managers.

The purpose of this study is to investigate the effects of open innovation, especially focusing on technological M&A, on subsequent innovation and changes to the firm’s core technological portfolio.

The study suggests three types of core technological areas, based on prior focus and experience in technological categories. These are 1) the existing core area, in which the acquirer firm retains its knowledge and expertise, 2) the enhanced core area, where knowledge and expertise in the acquirer firm’s insufficient areas are strengthened, and 3) the new core area, i.e. new knowledge fields in which the acquirer firm ventures into. The study then analyzes the effects of two key knowledge characteristics of the target firm, similarity and complementarity, on post-M&A innovation outcomes in each of the three core technological areas.

The results confirm that while none of the investigated knowledge characteristics of the target firm is advantageous for post-M&A innovation outcomes in existing core areas, similarity of the target firm does facilitate post-M&A innovation outcomes in enhanced core areas. Moreover, the results confirm that complementarity of the target firm is beneficial for post-M&A innovation outcomes in new core areas.

The study explains the reconfiguration mechanism of a firm’s core technological portfolio. It also suggests an extended framework to analyze innovation outcomes in more detail. Moreover, the study helps to explain why most M&As result in failure.

This study aims to propose a methodology by integrating three approaches, namely, internal core technology, external knowledge flow and industrial technology development to help companies improve their decision-making quality for technology planning and enhance their research and development (R&D) portfolio efficiency.

The primary focus of this study is thin-film solar technology and patent data is retrieved from the United States Patent and Trademark Office (USPTO) database. This study presents a methodology based on the proposed integrated analysis method, constructed with patent indicators, centrality analysis of social networks and main path analysis.

The results of this study can be itemized as – the core technological competency: companies involved in two specific technology fields have lower strength in R&D portfolio than leading companies with single-core technology. Knowledge flow: most companies in a network are knowledge producers/absorbers and technological development: diverse source and sink nodes were identified in the global main path during 1997-2003, 2004-2010 and 2011-2017.

Latecomer companies can emulate leaders’ innovation and enhance their technological competence to seek niche technology. Using the global main path, companies monitor outdated technologies that can be replaced by new technologies and aid to plan R&D strategy and implement appropriate strategic decisions avoiding path dependency.

The knowledge accumulation process helps in identifying the change of position and the role of companies; understanding the trend of industrial technology knowledge helps companies to develop new technology and direct strategic decisions. The novelty of this research lies in the integrated approach of three methods aiding industries to find their internal core technical competencies and identify the external position in the competitive market.

Knowledge input development and innovation implementation are new features of industrial technology innovation. The purpose of this study is to find the process of coordination and ecological spiral in the ambidextrous innovation of industrial technology.

To design the model of industrial technology ambidextrous innovation based on knowledge ecology spiral, an input-output model of knowledge for ambidextrous innovation and a spiral model of knowledge ecology were constructed based on an improved Lotka-Volterra model. Then, the equilibriums in different knowledge inputs and the spiral evolution of knowledge ecology were analyzed. Finally, the ambidextrous coordination mechanism of the core organization was revealed.

By coordinating the knowledge inputs and the knowledge ecology spiral, enterprises extend the R&D investments in the innovation chain, which will facilitate the knowledge inputs of the exploitative and exploratory innovation. Implementing the ambidextrous coordination in the technology innovation chain and the knowledge ecology chain has the advantage of promoting knowledge inputs, mobility and ecological spiral. Meanwhile, it can achieve the “multi-source, integration and coordination” development of industrial technology innovation.

The two-element innovative knowledge input coordination model and the knowledge ecological spiral model based on the improved Lotka-Volterra model are constructed, which extends the modeling way of the traditional knowledge input-output profit model. It is expected to reduce the amount of knowledge input of a single member and provide theoretical reference for improving the efficiency of knowledge input by constructing the inter-dependent regenerative and inter-generative knowledge interaction.

The purpose of this article is to identify common traits amongst complex, knowledge‐intensive organizations in their approach to managing their core business processes in a way that maximises knowledge transfer along these processes.

The research follows an empirically‐based multiple case study approach across six national/multi‐national knowledge‐based organizations. A core‐complex process was identified within each organization, and key employees along the respective process where interviewed concerning the manner in which the processes were managed and modified.

Those organizations that identified their core business processes as being responsive and flexible could be shown to adopt common traits in their approach to ensuring continued performance related knowledge transfer. However, those that had less‐responsive processes seemed to share similar issues; failure to align their knowledge strategy to their process development and failure to engage end‐users throughout the process life cycle.

The findings are based on a limited sample size of six organizations, and the nature of the findings are presented in an inductive‐theory building way. Therefore, the findings are not presented as a final position, but as a starting point for further research into complex, knowledge transfer intensive business process development and design.

From the findings, six tenets that all of the more successful organizations follow.

Within any dynamic organization core business processes are under pressure to perform within a constantly changing business environment. These processes can be viewed as knowledge‐pathway, therefore, it is important to understand how an organization can continue to re‐shape processes in a way that continues to support performance related knowledge transfer.

Culture is often seen as the key inhibitor of effective knowledge sharing. A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives. They adapted their approach to knowledge management to fit their culture. They did this by: linking sharing knowledge to solving practical business problems; tying sharing knowledge to a pre‐existing core value; introducing knowledge management in a way that matches the organization’s style; building on existing networks people use in their daily work; and encouraging peers and supervisors to exert pressure to share.