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This study attempts to develop an approach with triangulation to explore the determinants of knowledge flows, as well as the relationships among them.

The proposed approach with the use of triangulation is designed to handle the issues that arise in the various interactions and numerous contexts among entities and/or activities that are associated with KM.

The proposed hybrid approach is found to be helpful in dealing with the issue of knowledge flow, especially involving various entities and complex interactions with numerous contents and dynamic contexts. In addition, the findings also show the presence of multi‐directional and adaptive interactions among determinants to knowledge flows, and also how these influence a firm's KM initiatives and performance.

The proposed hybrid approach can be considered as a way to overcome the limitations both of qualitative and quantitative methods, and the relationships among knowledge flows explored in this study provide some directions for future KM research.

The proposed approach focuses on the visualization of probable determinants to knowledge flows within an organization. This visualization can be utilized to evaluate the determinants and their relationships with each other, which may help managers to take actions to achieve more effective and efficient KM.

The results show the value of using a hybrid approach for dealing with research issues involving various entities and activities with complex content, such as knowledge flows.

The purpose of this paper is to propose a quantitative model to help managers diagnose what dynamic capabilities a firm needs to address the demands of a rapidly changing environment.

A two-firm model based on the VRIO framework is built using quantitative techniques to assist top management in formulating and implementing strategies regarding when and how to develop a firm’s dynamic capabilities for achieving a competitive advantage. This model is developed by considering both internal and external competences, with the former measured by the features of the organizational capabilities of the focal firm and latter evaluated by comparing the relative utilities of the dynamic capabilities of the two competing firms.

Three resource allocation strategies are introduced to guide a firm to leverage dynamic capability that generates strong organizational performance. The first two strategies are, respectively, synergy oriented, focussing on acquiring various knowledge or experiences of a capability, and uniqueness oriented, emphasizing the depth of knowledge and technology of the capabilities. The third one is a hybrid of the first two strategies.

The proposed model is useful to help top management determine how and when to renew, bundle, and leverage resources and capabilities in a dynamic environment. It enables decision makers to detect changes in the competitive environment and take corrective action in a timely and appropriate manner.

The study aims to shed light on how to identify drivers of sustainable competitive advantage under a turbulent and uncertain environment, one of the most crucial challenges faced by resource‐based strategists.

This study introduces a VRIO‐based framework to evaluate a firm's internal activities, in which the fuzzy set and utilities functions are adopted to identify the competitive advantage of available resources based on resource‐based theory. A case study is conducted to illustrate how the framework can be applied as a tool for exploring the potential competitiveness of a firm's core resources.

The quantitative VRIO‐based framework is a useful tool to assist top management to identify a list of potential competitive advantages of the available sources.

The VRIO‐based framework is built through the integration of quantitative and qualitative methods, and this innovative approach is proposed to bridge the gap between resource‐based theory and its application.

Adopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.

Surveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.

The results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.

The results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.

This study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.