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1 – 10 of over 168000The purpose of this study is to critically evaluate the canonical contribution of the classical theories of multinational enterprises (MNE) and complement them with congruous…
Abstract
Purpose
The purpose of this study is to critically evaluate the canonical contribution of the classical theories of multinational enterprises (MNE) and complement them with congruous multi-theoretical lenses to a propose a meta-theoretical view for competitive advantage. The proposed framework is applied to fundamental questions of MNE, and exploratory insights are revealed.
Design/methodology/approach
This study sought to review the literature on various paradigms such as resource-based view, knowledge-based view, attention-based view, relational view, dynamic capability view and institution-based view to propose a meta-theoretical approach explicating the phenomenon of competitiveness.
Findings
This study proffers that the key to global competitiveness lies in building micro-foundational, multidimensional and multilevel multinational orchestration capabilities. The requisite orchestration capabilities are capabilities par excellence that explain: how organizational capabilities originate through the cognition of individual employees at the micro level; how individual-level abilities are amplified when they are harnessed through relational capabilities to form knowledge capabilities at the meso-level; and how the confluence of knowledge capabilities and higher order dynamic capabilities gives rise to heterogeneous firm-level knowledge-based dynamic capabilities that can be combined with institution capabilities to aggrandize the prediction of competitive advantage for MNEs.
Originality/value
The successful development of MNE competitiveness as a field of academic inquiry, brought about by an increasing amount of theoretical specialization, has come at the price of significant fragmentation of the overall scientific quest. The abovementioned paradigms and their underlying constructs have primarily been conceptualized in silos. The classical theories of MNE have been used a starting point to which complementary multidisciplinary views have been scaffolded to gain a more nuanced understanding of global competitiveness.
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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…
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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Satria Utama, Rizaldi Yusfiarto, Ruspita Rani Pertiwi and Annes Nisrina Khoirunnisa
The purpose of this study is to explore growth models based on “industry-based capabilities”, “resources-based capabilities” and “institution-based capabilities” in the context of…
Abstract
Purpose
The purpose of this study is to explore growth models based on “industry-based capabilities”, “resources-based capabilities” and “institution-based capabilities” in the context of the determinants of micro, small and medium enterprises’ (MSMEs) actors’ intention to grow.
Design/methodology/approach
This study involved 188 owners/managers of MSMEs. The analysis was conducted using partial least squares structural equation modelling. Moreover, the importance-performance map analysis package is used to complement the study findings.
Findings
This study uses the framework of the resource-based view (entrepreneurial knowledge), industrial-based view (industrial linkage) and institutional-based view (government support and access to finance) as proxies of the tripod-based view framework. The findings show that entrepreneurial knowledge (skills, competencies and functional), government support, access to finance and industrial linkage (vertical and horizontal) significantly encourage MSMEs’ owner/manager growth intention.
Practical implications
Firstly, this study suggests that MSMEs actors focus on developing entrepreneurial knowledge to boost the skills, competencies and functionalities needed to improve their business capabilities, directly affecting their growth intention. Secondly, this study indicates that the growth intention of MSME players, besides increasing internal capacity, must also be supported by the external environment, such as financial institutions, government and industrial linkage.
Originality/value
This study offers a tripod-based view as a framework for MSMEs’ actors’ intention to grow, where the constructs in the model used so far have not been explored comprehensively in the context of MSMEs. So, the built model brings more relevant factors to explain this topic from various perspectives.
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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…
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 knowledge‐based 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 knowledge‐based 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.
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Franziska Franke and Martin R.W. Hiebl
Existing research on the relationship between big data and organizational decision quality is still few and far between, and what does exist often assumes direct effects of big…
Abstract
Purpose
Existing research on the relationship between big data and organizational decision quality is still few and far between, and what does exist often assumes direct effects of big data on decision quality. More recent research indicates that such direct effects may be too simplistic, and in particular, an organization’s overall human skills are often not considered sufficiently. Inspired by the knowledge-based view, we therefore propose that interactions between three aspects of big data usage and management accountants’ data analytics skills may be key to reaching high-quality decisions. The purpose of this study is to test these predictions based on a survey of US firms.
Design/methodology/approach
The authors draw on survey data from 140 US firms. This survey has been conducted via MTurk in 2020.
Findings
The results of the study show that the quality of big data sources is associated with higher perceived levels of decision quality. However, according to the results, the breadth of big data sources and a data-driven culture only improve decision quality if management accountants’ data analytics skills are highly developed. These results point to the important, but so far unexamined role of an organization’s management accountants and their skills for translating big data into high-quality decisions.
Practical implications
The present study highlights the importance of an organization’s human skills in creating value out of big data. In particular, the findings imply that management accountants may need to increasingly draw on data analytics skills to make the most out of big data for their employers.
Originality/value
This study is among the first, to the best of the authors’ knowledge, to provide empirical proof of the relevance of an organization’s management accountants and their data analytics skills for reaching desirable firm-level outcomes. In addition, this study thus adds to the further advancement of the knowledge-based view by providing evidence that in contemporary big-data environments, interactions between tacit and explicit knowledge seem crucial for driving desirable firm-level outcomes.
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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 performance…
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.
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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 classification…
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.
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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 framework to…
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 Knowledge‐Based 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 “Knowledge‐Based 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 Knowledge‐Based View of Firm Innovation”
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The purpose of this paper is to synthesize existing knowledge‐based dynamic capabilities research into a single typology for managerial and academic use.
Abstract
Purpose
The purpose of this paper is to synthesize existing knowledge‐based dynamic capabilities research into a single typology for managerial and academic use.
Design/methodology/approach
Based on the resource‐based and knowledge‐based 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 knowledge‐based 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 knowledge‐based dynamic capabilities to encompass the extant literature.
Originality/value
Addressing fragmentation in the knowledge‐based dynamic capabilities discourse, the paper advances the concept of knowledge‐based 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 knowledge‐based dynamic capability that has not yet been identified in any existing framework.
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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 knowledge‐based 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.
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