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Article
Publication date: 23 November 2018

Vivek Roy

The purpose of this paper is to delve into the intricate depths surrounding the development of sustainable supply chains by conceptualizing the elemental aspects of…

Abstract

Purpose

The purpose of this paper is to delve into the intricate depths surrounding the development of sustainable supply chains by conceptualizing the elemental aspects of superior performance in sustainable supply chain management (SSCM).

Design/methodology/approach

The paper is conceptual in nature and is grounded in the theories of SSCM and knowledge-based view.

Findings

The findings outline the elemental background processes governing the implementation of SSCM practices and superior performance outcomes. The conceptualization suggests that the superior performance of a sustainable supply chain is elementally dependent on the intricate efforts – to enrich the supply chain knowledge base with perspectives on SSCM. Thereby, these intricate efforts are delineated along the arcs of supply chain leadership, supply chain learning orientation, supply chain knowledge management (SCKM) and supply chain knowledge transfer. As such, while an SSCM orientation within the supply chain leadership is helpful in offsetting the inertia among the supply chain members to channelize intricate efforts in SSCM, the SSCM-based supply chain learning orientation further orientates the SSCM efforts of supply chain members toward the excavation of new knowledge in the frame of SSCM. Subsequently, the arcs of SSCM-based SCKM and SSCM-based supply chain knowledge transfer characterize the finer spaces of knowledge excavating actions, essential for enriching the supply chain knowledge base with perspectives on SSCM.

Originality/value

This conceptualization facilitates intriguing theoretical explanations to the linkage between SSCM implementation and superior performance outcomes. Specifically, from the knowledge-based angle, it delineates the root causes governing the superior/inferior nature of SSCM outcomes.

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Book part
Publication date: 7 October 2015

Azizah Ahmad

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive…

Abstract

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78441-764-2

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Article
Publication date: 1 November 2011

Lidia Galabova and Guy Ahonen

The purpose of this paper is to construct a strategy model based on Intellectual Capital (IC) theory and to demonstrate that it is not purely resource‐based (RBV), but…

Abstract

Purpose

The purpose of this paper is to construct a strategy model based on Intellectual Capital (IC) theory and to demonstrate that it is not purely resource‐based (RBV), but includes many elements that are rooted in the market based view (MBV). The authors' analysis indicates that only strategies which lead to both tangible and intangible revenues are sustainable in a knowledgebased economy.

Design/methodology/approach

The paper takes the form of an extensive review of IC and strategy literature, and in‐depth comparative analysis of IC concept and the strategy management frameworks, particularly Porter's framework.

Findings

It is found that the IC‐based view (ICBV) is much closer to the MBV than what one would expect and the ICBV is more appropriate for a knowledgebased economy than both the MBV and the RBV in general.

Originality/value

It is widely assumed that IC theory is strongly related to resource‐based strategy. The authors question this simple view and maintain that the IC‐based view relates to both MBV and RBV.

Details

Journal of Human Resource Costing & Accounting, vol. 15 no. 4
Type: Research Article
ISSN: 1401-338X

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Article
Publication date: 7 October 2014

Ing-Long Wu and Jian-Liang Chen

This paper aims at defining a model to properly evaluate knowledge management (KM) value. Empirical studies have found little or no improvement in organizational…

Abstract

Purpose

This paper aims at defining a model to properly evaluate knowledge management (KM) value. Empirical studies have found little or no improvement in organizational performance despite large KM investments.

Design/methodology/approach

The KM-driven performances are rooted in knowledge resources based on the knowledge-based view. Further, the KM-driven performances are mediated by business process capabilities. Organizational learning is critically complementary to KM for being a moderator to knowledge resources. A model was proposed for defining the performance with the relationships between these issues. A survey was conducted for collecting empirical data. Partial least squares was used for path analysis.

Findings

Knowledge resources lay a foundation on the KM-driven performance through the mediator of business process capabilities. Specifically, knowledge assets and process capabilities are two different but relevant drivers in a value creation process. The findings particularly provide evidence to explain the knowledge-based view and the mediator of business process capabilities.

Practical implications

While an organization owns important knowledge resources in the industry, it should dedicate its effort to the improvement of business process capabilities for well-achieving final performance. The KM-driven performance should be considered for both financial and non-financial indicators in a complementary manner.

Originality/value

Extant theories may provide inadequate methods to evaluate KM-enabled performance. This study attempted to define an effective model for this issue. This model empirically demonstrated its capability to work on this issue.

Details

Journal of Knowledge Management, vol. 18 no. 6
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 4 April 2017

Pooria Niknazar and Mario Bourgault

Projects have high stakes in how they are categorized. The final place of a project within a classification scheme depends on the inclusion or exclusion of certain…

Abstract

Purpose

Projects have high stakes in how they are categorized. The final place of a project within a classification scheme depends on the inclusion or exclusion of certain classification criteria. So far, many researchers and organizations have used a variety classification criteria to construct different project classification schemes. However, most of these classification criteria have been taken for granted and the process of selecting them to categorize projects still remains a black box. The purpose of this paper is to open the black box of classification process and explain how it is reflected in picking the classification criteria.

Design/methodology/approach

Drawing on insights from cognitive psychology’s literature, the authors examine the main views of classification process to provide insight into the unknown or implicit reasons that one might have to pick particular attributes as project classification criteria.

Findings

The authors argue that classification occurs in the eye of the beholder; it is not only the project’s features per se but also the classifier’s “goals, ideal and preference” or “knowledge of causal relations” that are reflected in the classification criteria.

Research limitations/implications

By elaborating the classification process, the authors brought the project context into the big picture of classification and provide a more rational, and coherent picture of how project classification works. This contributes to a theoretical blind spot, raised by prior researchers, related to the selection of project classification criteria.

Practical implications

Understanding classification processes will reduce the ambiguities, inconsistencies and multiple interpretations of project categories and help practitioners increase their projects’ visibility and legitimacy within an already established classification scheme. These implications help organizations in addressing some of the main obstacles to using categorization in project management practice.

Originality/value

The review of prior work in the category research literature and the insights from this paper will provide project management scholars with a useful toolbox for future research on project classification, which has long been understudied.

Details

International Journal of Managing Projects in Business, vol. 10 no. 2
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 25 October 2011

Gregorio Martín‐de Castro, Pedro López‐Sáez and Miriam Delgado‐Verde

The purpose of this guest editorial is to highlight the importance of knowledge management and organizational learning in firm innovation, offering an integrative

Abstract

Purpose

The purpose of this guest editorial is to highlight the importance of knowledge management and organizational learning in firm innovation, offering an integrative framework to understand this complex business phenomenon.

Design/methodology/approach

Based on the literature review, the guest editorial shows a general review on “A KnowledgeBased View of Firm Innovation” articulating and integrating a total number of ten theoretical and empirical contributions about this topic.

Findings

Theoretical and empirical works are organized in three main topics. The first one refers to the importance of external knowledge, networking, and relationships as key drivers of firm technological innovation, offering an “open or relational innovation framework”. The second one shows several papers on the growing importance of KIBS (Knowledge‐Intensive Business Services) in a Knowledge Economy and Society. Finally, this general review integrates papers about organizational context, and its role on knowledge management and firm innovation.

Research limitations/implications

The paper and special issue tries to offer some new relevant advances for the academic community in the growing body of knowledge management and firm innovation. Nevertheless, due to its special issue nature, the theoretical and empirical advances showed on it represent only a partial view of a “KnowledgeBased View of Firm Innovation”.

Practical implications

Managers need to understand the precise nature and sources (internals and externals) of firm innovation. In this vein, this journal number shows empirical research developed in different countries and industries illustrating some interesting insights about this complex business phenomenon.

Originality/value

This general review shows new lines of theoretical and empirical research regarding knowledge management, organizational learning, and firm innovation in a useful integrative framework: “A KnowledgeBased View of Firm Innovation”

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Book part
Publication date: 8 April 2005

Petri Suomala

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance…

Abstract

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

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Article
Publication date: 29 March 2013

James S. Denford

The purpose of this paper is to synthesize existing knowledgebased dynamic capabilities research into a single typology for managerial and academic use.

Abstract

Purpose

The purpose of this paper is to synthesize existing knowledgebased dynamic capabilities research into a single typology for managerial and academic use.

Design/methodology/approach

Based on the resource‐based and knowledgebased views, this study conducts a theoretically grounded typology development exercise based on an extensive review of the existing dynamic capabilities literature.

Findings

The paper identifies seven frameworks presented in the literature that showed some consistency in underlying concepts but conflict in nomenclature and application. Identifying over 80 uses of knowledgebased dynamic capabilities in the literature review, three complementary dimensions that are common amongst the frameworks are identified and integrated into a consistent typology of eight knowledgebased dynamic capabilities to encompass the extant literature.

Originality/value

Addressing fragmentation in the knowledgebased dynamic capabilities discourse, the paper advances the concept of knowledgebased dynamic capabilities by organizing the existing literature and frameworks into a comprehensive and consistent typology. Moreover, this integrative typology allows managers and researchers to identify those capabilities in use and the commonalities between them. Finally, the paper identifies a new knowledgebased dynamic capability that has not yet been identified in any existing framework.

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Article
Publication date: 15 February 2013

Anooshiravan Merat and Damien Bo

The purpose of this paper is to explore and explain the links between knowledge management (KM) and leadership in knowledge‐intensive firms.

Abstract

Purpose

The purpose of this paper is to explore and explain the links between knowledge management (KM) and leadership in knowledge‐intensive firms.

Design/methodology/approach

This study employs an instrumental case‐based study on four knowledgebased firms to explore KM and leadership approaches, and the links between them. Data were primarily collected through qualitative interviews with firm managers and direct observations, as well as quantitative data by questionnaire from the firm employees.

Findings

The study identified two combinations of KM and leadership systems. These combinations are personalization‐distribution and codification‐centralization; which are explained within the theoretical framework of this paper. Other theoretically possible combinations were discussed and argued to be non‐viable or non‐economical.

Research limitations/implications

As with most qualitative case‐based research papers, this research was focused on study of a small number of cases; a limitation that does not allow the authors to claim a statistical generalization but nevertheless allows analytical generalization to be made. Limitations of this paper include the fact that all cases were located in one country and all were more or less involved with the field of information technology.

Practical implications

Practical implications of this paper for managers and company strategists involve alignment of their KM strategy with a relevant leadership system.

Originality/value

There has been little research aimed at finding links between KM and leadership in firms, and how this link may lead to increased knowledge exploitation capability for the firm. The present study addresses this issue and presents an evidenced and theoretically supported explanation for this link.

Details

Journal of Knowledge Management, vol. 17 no. 1
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 30 March 2012

Ely Laureano Paiva, Elena Revilla Gutierrez and Aleda V. Roth

This paper aims to analyze manufacturing strategy process (MSP) from a knowledgebased view (KBV) of the firm. MSP considers the ways that manufacturing organizes its

Abstract

Purpose

This paper aims to analyze manufacturing strategy process (MSP) from a knowledgebased 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 knowledgebased 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.

Details

Journal of Knowledge Management, vol. 16 no. 2
Type: Research Article
ISSN: 1367-3270

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