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1 – 10 of 595This paper focuses on the “how” of business analytics (BA) value creation, which remains an open research problem and a practical challenge. The main purpose of this paper is to…
Abstract
Purpose
This paper focuses on the “how” of business analytics (BA) value creation, which remains an open research problem and a practical challenge. The main purpose of this paper is to propose a novel BA value creation mechanism that is BA-enabled improvement of Knowledge-intensive Business Processes (KIBPs), with experiential knowledge of decision makers as the key to a more sustainable BA-enabled competitive differentiation.
Design/methodology/approach
This research uses a qualitative research case study, conducted in a large retail distribution company. The research insights were observed through a combined lens of work systems theory and the knowledge-based view (KBV) of the firm, using an interpretive approach.
Findings
The proposed theoretical model identifies three stages of KIBP improvement through BA and explains how they lead to a sustainable BA-enabled competitive differentiation. Stage 1 focusses on BA support for individual knowledge-intensive tasks, Stage 2 focusses on individual decision makers and their ability to gain KIBP-related analytical insights and turn them into action; and Stage 3 on sharing of the acquired experiential knowledge amongst decision makers using BA.
Originality/value
In addition to proposing a novel mechanism for BA value creation, this research demonstrates the importance of leveraging experiential knowledge of decision makers as a pathway to a more sustainable competitive differentiation through BA. This, in turn, creates new opportunities for knowledge management researchers to engage in BA-related research. It also opens a new approach for BA researchers to investigate BA value creation mechanisms through the lens of KBV, rather than more common resource-based or capability-based views.
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Jin Chen, Luyao Wang and Guannan Qu
The purpose of this paper is to conceptualize the business model (BM) from a knowledge-based view (KBV), to interpret its nature and knowledge structure and to investigate the…
Abstract
Purpose
The purpose of this paper is to conceptualize the business model (BM) from a knowledge-based view (KBV), to interpret its nature and knowledge structure and to investigate the relationship between its imitability and the erosion of firm’s competitive advantage.
Design/methodology/approach
Based on a systematic literature review, this study builds an integrated framework to explicate the nature and structure of the BM from a KBV. Moreover, on the analysis of two contrasting cases, the argument concerning the relationship between BM imitability and its strategic value is proposed, analyzed and supported.
Findings
The main finding of this study is that a BM can be viewed as a structured knowledge cluster that contains explicit and implicit parts. Its imitation is a dynamic process of knowledge diffusion across firm boundaries. Ceteris paribus, with a lower proportion of implicit knowledge, a BM is more likely to be imitated and the adopter’s competitive advantage is more likely to be eroded, and vice versa.
Practical implications
The proposed framework could provide managers with a deeper understanding of the nature and structure of the BM and help potential adopters develop a successful entry strategy by avoiding BMs that seem profitable but are incapable of maintaining competitive advantage.
Originality/value
As a complement to previous studies, the research conceptualizes the BM as a “structured knowledge cluster” to explicate its nature and knowledge structure from a KBV. The implicit part of the BM is explored, and its importance for the adopter’s competitive advantage is discussed and verified.
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Chanyoung Eom and Hyoung-Goo Kang
This study aims to empirically validate that a knowledge-based view (KBV) is an important framework to understand price discovery processes in initial public offerings (IPOs) by…
Abstract
Purpose
This study aims to empirically validate that a knowledge-based view (KBV) is an important framework to understand price discovery processes in initial public offerings (IPOs) by emphasizing the unique feature of knowledge creation jointly invoked by underwriters and institutional investors during the book building phase.
Design/methodology/approach
The authors decompose underwriters’ incremental knowledge acquisition into objective knowledge – acquired from premarket bids – and subjective knowledge – which is orthogonal to the objective knowledge. The authors implement a multiplicative heteroscedasticity model to analyze how each knowledge component relates to the level and volatility (as a proxy of pricing uncertainty) of post-issue returns. The authors take the 2007 regulatory change as a quasi-natural experiment in which institutional investors were incentivized to provide true information.
Findings
For Korean IPOs, the authors find that the objective (subjective) knowledge component reduces (increases) both pricing uncertainty and underpricing. The authors also observe that the efficacy of the IPO knowledge creation critically depends on the quality of the information provided by institutional investors, as anticipated by the KBV literature.
Originality/value
Using fine-grained knowledge measures, the authors provide original, compelling evidence that objective (subjective) knowledge formulated from the IPO knowledge-creation processes de facto alleviates (worsens) underwriters’ pricing difficulties. This reinforces the importance of knowledge-based mechanisms in managerial decision-making processes.
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Tereza Dean, Haisu Zhang and Yazhen Xiao
Customers can participate in new product development (NPD) in many ways. Drawing on the knowledge-based view (KBV) and innovation literature, this study aims to contrast two main…
Abstract
Purpose
Customers can participate in new product development (NPD) in many ways. Drawing on the knowledge-based view (KBV) and innovation literature, this study aims to contrast two main product development activity types, i.e. problem-solving and decision-making. It proposes customers play distinct roles if they get involved in these activities, which influence NPD outcomes differently. It also explores customer need specificity as a boundary condition for the above-mentioned relationships.
Design/methodology/approach
The authors collected survey data from 308 managers in the innovation domain.
Findings
Customer involvement in problem-solving and decision-making distinctively influences new product innovativeness and development speed. Customer need specificity interacts with the two co-development types differently to impact these NPD outcomes further.
Research limitations/implications
This research extends the KBV and addresses the inconsistent findings in the literature regarding customer involvement as co-developers in innovation. It also provides novel insights into how knowledge characteristics like customer need specificity can direct co-developing activities to generate distinct NPD results.
Practical implications
This paper offers practical implications for firms on how to involve customers in developing innovative new products while managing development speed.
Originality/value
Prior research has yet to distinguish customer responsibilities related to co-development activities. This research fills this gap and offers novel insights that problem-solving and decision-making have opposite impacts on different NPD outcomes. This research demonstrates that finer knowledge about customer involvement responsibilities is needed for critical NPD outcomes.
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Oanh Thi Kim Vu and Abel Duarte Alonso
The purpose of this study is to enhance the conceptual and practical understanding of individual, group and future knowledge as perceived by company owners and managers operating…
Abstract
Purpose
The purpose of this study is to enhance the conceptual and practical understanding of individual, group and future knowledge as perceived by company owners and managers operating in Vietnam. To date, knowledge gaps remain concerning this emerging economy, for instance, regarding the significance of knowledge management (KM) skills and innovativeness in positively affecting firms' journey. Overall, the study will add to the extant KM literature, partly address extant research gaps and develop a conceptual model. To support the study's literature foundation, the knowledge-based view framework will be considered.
Design/methodology/approach
An inductive approach and multi-case study were chosen. The views of 17 individuals in leadership positions representing six companies were gathered through semi-structured, in-depth interviews.
Findings
The analysis revealed the influence of seven dimensions. First, the importance of individuals' knowledge is conceptualised by the conspicuous, approach-based and self-initiated dimensions. Second, the collective action-based and collective approach-based knowledge dimensions illuminate the importance of group knowledge. Third, the externally and internally-oriented knowledge dimensions provide guidance and understanding concerning future knowledge. The analysis also underlines the alignment between the findings and the knowledge-based view in various areas.
Originality/value
The dimensions illuminating the research have practical implications for business owners/managers, for instance, motivational and rewarding strategies that companies could consider in order to enhance or maintain a high flow of knowledge acquisition and operationalisation. Furthermore, these implications could help foster a stronger entrepreneurial culture and benefit Vietnam or other emerging economies in their development and success journey. Conceptually, a developed framework affords a richer understanding of the different facets of knowledge at a company level.
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Minelle E. Silva, Michele M.O. Pereira and Albachiara Boffelli
To better understand the supplier's role in promoting supply chain sustainability (SCS), the authors investigated the learning process as it relates to sustainability knowledge…
Abstract
Purpose
To better understand the supplier's role in promoting supply chain sustainability (SCS), the authors investigated the learning process as it relates to sustainability knowledge. Through the lens of the knowledge-based view, they understand the shift of sustainability knowledge from rhetoric to common knowledge existent between suppliers and buyers.
Design/methodology/approach
A case study method was employed to study sustainability knowledge learning between a key global coffee supplier and its geographically dispersed buyers. The research was developed with data collected from 2019 through 2021. Interviews and secondary data were analyzed using both deductive and inductive approaches.
Findings
Results were organized to demonstrate how the supplier developed and transferred its own sustainability knowledge within supplier–buyer dyads. The authors uncovered that buyer selection was a vital strategy used to appropriate the value created to ensure SCS learning. Four learning stages were analyzed, and while the results indicated that all buyers acquired knowledge, they also showed that only four distributed it. Moreover, different levels of interpretation were identified, two of which were associated with a low level of understanding of the meaning of sustainability knowledge. In addition, the data provided little evidence of organizational memory. All links were guided by common sustainability knowledge learned through multiple learning loops between the supplier's knowledge management and buyers' SCS learning, thus boosting sustainability in the coffee supply chain.
Practical implications
A greater understanding of how sustainability knowledge is learned in supply chains helps managers develop better SCS strategies.
Originality/value
Unlike previous research, this paper illustrates that common sustainability knowledge is key to SCS implementation, which is made possible by carefully selecting buyers and by facilitating sustainability knowledge learning through two-way interactions.
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Esra Memili, Hanqing Chevy Fang and Dianne H.B. Welsh
The purpose of this paper is to examine the generational differences among publicly traded family firms in regards to value creation and value appropriation in the innovation…
Abstract
Purpose
The purpose of this paper is to examine the generational differences among publicly traded family firms in regards to value creation and value appropriation in the innovation process by drawing upon the knowledge-based view (KBV) and family business literature with a focus on socioemotional wealth perspective.
Design/methodology/approach
The authors tests the hypotheses via longitudinal regression analyses based on 285 yearly cross-firm S & P 500 firm observations.
Findings
First, the authors found that family ownership with second or later generation’s majority exhibits lower levels of value creation capabilities compared to non-family firms, whereas there is no difference between those of the firms with family ownership with a first generation’s majority and non-family firms. Second, the authors also found that family owned firms with a first generation’s majority have higher value appropriation abilities compared to nonfamily firms, while there is no significant difference in value appropriation between the later generation family firms and non-family firms.
Research limitations/implications
The study help scholars, family business members, and investors better understand family involvement, and how it impacts firm performance through value creation and value appropriation.
Originality/value
The paper contributes to the family business, innovation, and KBV literature in several ways. While previous family business studies drawing upon resource-based view and KBV often focus on the value creation in family governance, the authors investigate both value creation and value appropriation phases of innovation process.
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Amol S. Dhaigude, Rohit Kapoor, Narain Gupta and Sidhartha S. Padhi
The purpose of this paper is to investigate the complex interrelationships among the key constructs, supply chain orientation (SCO), supply chain integration (SCI) and supply…
Abstract
Purpose
The purpose of this paper is to investigate the complex interrelationships among the key constructs, supply chain orientation (SCO), supply chain integration (SCI) and supply chain performance (SCP) in Indian manufacturing industries. These relationships have been studied using the relational view (RV) and the knowledge-based view (KBV) theoretical perspectives.
Design/methodology/approach
The conceptual model was derived from the existing body of knowledge in the supply chain domain. The study is based on a sample size of 122 data collected via face-to-face meetings with the Indian manufacturers using well-established scales. The covariance-based structural equation modeling was used to test the proposed hypotheses.
Findings
In Indian manufacturing and supply chains, SCO has a positive relationship with SCI and SCP. Moreover, the direct impact of SCO on SCP diminishes when SCI is used as a mediating variable. This study also observes positive impact of: i) SCO on SCP, ii) SCI on SCP and iii) discovery of mediating role of SCI on SCP under the theoretical lenses of RV and KBV.
Research limitations/implications
Cross-sectional survey of manufacturing firms of one country (using one response per firm) calls for validation covering other parts of the world and demands a longitudinal survey. This research will trigger more scholarly, practice and policy debate among researchers studying Indian and emerging economies context.
Practical implications
The notion of a holistic view of the SC with a focus on improving the customer value can enhance strategic partnerships among the SC partners (i.e. SCI) and overall SCP. Firms should make efforts to include SCI in SC designs to successfully transform SCO into SCP.
Originality/value
The originality of the research lies in studying the complex interrelationships among key concepts of SC in a unique Indian manufacturing context. The Indian supply chains operate in a set of unique characteristics, which have been detailed out in this paper. This paper not only establishes the mediating role of SCI for overall SCP in emerging economies but also enhances the scholarly knowledge in the SC domain. Most studies report SCO as a single-order construct, measured by scales comprising of only few items. The second-order SCO measures in this study bring credibility to the findings. Additionally, it contributes to both academicians and practitioners alike in the context of an integrated SC in emerging economies.
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Pay-for-performance (P4P) as an innovation for improved health care has been introduced in many health systems worldwide. The aim of this article is to apply and refine a specific…
Abstract
Purpose
Pay-for-performance (P4P) as an innovation for improved health care has been introduced in many health systems worldwide. The aim of this article is to apply and refine a specific theoretical angle for the analysis of these reforms, the theoretical frameworks of public policy instruments and programmatic actors, in order to highlight differences between countries.
Design/methodology/approach
This analysis is based on a comparative case study of the introduction of P4P in France and Germany in the ambulatory sector for the period from 2007 until 2017. This included a literature review and semi-structured interviews with 23 actors between 2013 and 2015.
Findings
The introduction of a supposedly clear-cut policy instrument – P4P in health care – is distinctly shaped by the intertwined configuration of institutional architecture and the policy programme of key system actors. This can be understood as a continuation of long-term transformations, most importantly the increasingly direct influence of the state and a weakening of the representation of the medical profession, as well as an internal fragmentation of the latter.
Originality/value
This analysis illustrates the applicability of the policy instrument approach to the heath sector. In addition, the authors have applied the dual perspective of policy instruments and programmatic actors. Both proved complementary and appropriate for the study of a highly technical instrument such as P4P.
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Ely Laureano Paiva, Elena Revilla Gutierrez and Aleda V. Roth
This paper aims to analyze manufacturing strategy process (MSP) from a knowledge‐based view (KBV) of the firm. MSP considers the ways that manufacturing organizes its resources in…
Abstract
Purpose
This paper aims to analyze manufacturing strategy process (MSP) from a knowledge‐based view (KBV) of the firm. MSP considers the ways that manufacturing organizes its resources in order to create/strengthen manufacturing‐related capabilities. In this context, managers often are under pressure to find quick answers in highly complex environments. By viewing MSP as a knowledge creation process, managers may choose a company's objectives based upon previous experiences and knowledge. MSP addresses the level of planning and decision making related to building competitive operations capabilities over the long term.
Design/methodology/approach
A survey research was used to make cross‐country comparison. The constructs were empirically confirmed in both country samples, attesting to measurement invariance. The proposed model was tested in both samples and analyzed the differences between them.
Findings
The results suggest that knowledge is a key resource in MSP in both samples. Resource‐based orientation presents higher levels of influence over MSP in Brazil. In the Spanish sample the influence of external knowledge in MSP and market performance is more relevant.
Research limitations/implications
One limitation of this study is that the Brazilian sample is located in a specific region and therefore some regional characteristics may be present. Another limitation was the use of a questionnaire in two different countries that was originally developed in a non‐native language.
Practical implications
As a practical implication, manufacturing should seek to integrate the strategic process in order to be more responsive in dynamic environments.
Originality/value
The paper uses a cross‐country sample for scale validation, which is rare in management research. Manufacturing strategy process was analyzed from a knowledge‐based view, bringing new possibilities for academic studies. For managers, the paper highlights the importance of manufacturing developing a proactive role through knowledge integration in cross‐functional activities during the strategic process.
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