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In recent years, resource‐based theory has emerged as one of the most promising theoretical frameworks in the field of strategic management. Unfortunately, past articulations of the theory have adopted a static orientation, with the result that organizational learning ‐ a dynamic process ‐ has been excluded from the discussion. Presents a model designed to incorporate organizational learning effects into the resource‐based view. Then applies the model to a number of case examples to demonstrate the importance of including organizational learning as a component of resource‐based theory. Concludes that organizational learning is itself a strategic capability or resource important to the process of building and maintaining competitive advantage.

The purpose of this paper is to investigate the impact of intellectual capital on competitive advantage in banking sector. Further, it also examines the role of innovation as a mediating variable and organisational learning as a moderating variable in intellectual capital and competitive advantage relationship.

Data are collected from 144 branches of 21 public and seven private banks operating in Northern India (Jammu). Three executives (including one manager and two senior employees) from each branch are contacted purposively. Out of 576 questionnaires distributed, 339 questionnaires are returned with response rate of 62.08 per cent.

The study finds that intellectual capital has direct and positive impact on the competitive advantage. It is also verified that innovation fully mediates the relationship between intellectual capital and competitive advantage. Further, the moderating effect of organisational learning on the relationship between intellectual capital and competitive advantage is also confirmed.

The study is limited to the banking sector of Jammu city only. Only three dimensions of intellectual capital are considered in the present study.

The study represents the relationship between intellectual capital and competitive advantage in banking sector. The results extend the understanding of the role of organisational learning and innovation in creating intellectual capital and building sustainable advantages for organisations.

The purpose of this paper is to empirically examine the influence of social capital on competitive advantage through collective learning and absorptive capacity.

The study carries out analyses based on structural equation modeling to measure the main constructs and test the hypothesized relationships among the variables. The primary statistical technique for assessing survey data collected from 358 Taiwan tenants is partial least squares analysis.

Collective learning and absorptive capacity fully mediate the relationship between social capital and competitive advantage. Moreover, social capital has a significant influence on both collective learning and absorptive capacity.

Tenant firms in industrial parks must develop effective management tactics for the nurturing of inter-firm relations to enhance collective learning and their absorptive capacity to acquire and exploit key strategic resources such as tacit and explicit knowledge. For specialized firms, close social interactions in specific contexts, mediated by collective learning and absorptive capacity to make up for their resource constraints, can heighten their competitive advantage.

By demonstrating the impact of social capital on competitive advantage in the specific context of industrial parks, whose artificial environment encourages and promotes close social interactions among tenants, this paper overcomes previous and contradictory findings regarding the relationship between social capital and competitive advantage. A key contingent factor is the mediating role of collective learning and absorptive capacity.

This study collected perceptual data from 162 manufacturing managers to assess whether their perception of organizational learning is related to firm profitability or whether the relationship is indirect through firms’ competitive advantage (quality improvement, cost improvement, cycle-time improvement). The results indicate that managers perceive that organizational learning is significantly related to competitive advantage that, in turn, is positively related to profitability. The results also indicate that the relation between organizational learning and profitability is fully mediated by firm competitive advantage.

Open strategy is a new paradigm that has more benefit to business especially small ones. The aim of this research is to clear this proposition that in the age of digital transformation adopting open strategy paradigm will help business to attain competitive advantage. To this purpose, two main variables that have capability in the mentioned new paradigm, learning and innovation, came into focus. Based on a standard questionnaire, data were gathered from high-tech Small and medium-sized enterprises (SMEs) that are active in Tehran science and technology parks. Reliability of the instrument was confirmed at an appropriate level. Data were analyzed based on structural equation modeling and results have shown the positive effect of learning on innovation and competitive advantage, and between innovation and competitive advantages. These findings indicate that SMEs must pay close attention to the nature, dimensions, dynamics, and elements of open strategy to attain competitive advantage in the VUCA¹ world.

The purpose of this paper is to examine how a foreign subsidiary operates in emerging markets and integrates market orientation with organizational learning to achieve a competitive lead. It is an attempt to fill an evident gap in the literature of integrating organizational learning into a market-oriented competitive strategy through using a four-step collective learning cycle at General Motors Egypt (GME).

The paper adopts a qualitative case study methodology to thoroughly examine the viewpoints of 90 respondents via in-depth and unstructured interviews with both managers and employees working in a variety of divisions inside GME. An integrative qualitative data analysis approach is used to explore, synthesize, interpret and derive relationships resulting from the collected data.

This work advances the theory of organizational learning by testing the theme of collective learning cycle in a real work setting. It presents a real example of aligning market orientation into a collective learning cycle directed toward achieving competitive advantages.

This study provides scholars and practitioners alike with a real scenario on how and why a four-step organizational learning cycle functions as a building block to generate a competitive advantage. It also discusses the elements of collective learning that are not captured by the four-step collective learning cycle. Factors facilitating market-based organizational learning are also explored. However, the results generated are contingent on the investigated case study circumstances, which are limited in generalizability.

The paper addresses a set of directions through which auto assembly firms leverage both collective learning practices and knowledge-driven strategy to gain competitive advantages. The GME paradigm indicates how a firm can use collective learning not only to respond to an internal need for change but also to react to external market forces and constraints.

This study is the first of its kind to investigate the value of the cyclic learning concept from a strategic viewpoint in a multinational organizational context. It enriches the primarily practitioner literature on aligning collective learning into strategy with rich empirical examination of the learning practices of a leading foreign subsidiary. It resolves a gap in the literature regarding how organizational learning and knowledge management processes are aligned to market-oriented competitive strategy. The paper draws a number of critical research issues that call for refinement of the organizational learning cycle theory.

Recent literature in the strategic management field suggests that firms must learn to re‐bundle internal competencies and resources in order to maintain competitive advantages over time. Utilizing the resource‐based view of the firm and dynamic capabilities perspectives, this paper examines the roles that absorptive and transformative capacity play in organizational innovation, with specific emphasis placed on the role and effectiveness of knowledge management systems as a determinant of innovation practices.

The purpose of this study was to explore the influence of entrepreneurial attitudes, motivation and orientation on the entrepreneurial competitive advantage of innovative entrepreneurs in the tourism and hospitality industry, including those involved with bed and breakfasts, travel agencies and restaurants.

First, the sample for this study was selected through news media reporting on well-known new entrepreneurs, from lists of those entrepreneurs who have won innovation entrepreneurship loan subsidies from the government and from lists of those who have won innovation awards. Second, a pretest was used to confirm the feasibility of the questionnaire. The pretest survey was distributed to a total of 150 tourism and hospitality entrepreneurs. A total of 8 dimensions/facets and 36 items were confirmed. Finally, data collection took place for 9 months. A total of 1,150 questionnaires were distributed, and 606 questionnaires were recovered.

This study proposes a new multi-integration model of moderation-mediation analysis. The innovative business model explores the relationship between entrepreneurial factors and competitive advantage. Based on a survey of 606 staff members and managers of tourism and hospitality firms, entrepreneurs in the tourism and hospitality industry with entrepreneurial attitudes and motives had opportunities to increase their entrepreneurial orientation.

In the process of innovative entrepreneurship, whether through organizational learning or other enterprise cooperation, it is necessary to pay more attention and propose different environmental management strategies. In addition, this study also found that marketing uncertainty moderates between entrepreneurial attitudes and entrepreneurial motives. Entrepreneurial motives are more conservative than other motives, and there is increased confidence in investing in innovative entrepreneurship in stable environments.

This study indicates that innovative entrepreneurial tourism and hospitality firms have a mediating or moderating effect on the relationship between entrepreneurial attitudes and positional advantage. If used properly, these resources can help the new entrants in the tourism and hospitality sector avoid the limitations of environmental change, firm size or insufficient information and improve their competitive advantage.

The purpose of this paper is to investigate empirically whether job assignment, based on comparative advantage and learning about workers’ abilities, can explain wage and promotion dynamics within firms.

The Gibbons and Waldman model is estimated in a generalized method of moments (GMM) framework using a unique data set on white‐collar workers in Norway, for the years 1987‐1997. The estimation is carried out on two occupational groups: technical and administrative white‐collar workers.

The placing of workers in a given position within a firm's hierarchy is based on comparative advantage. Both measurable and unmeasurable skills are important. This holds in both occupations that were studied in this investigation. When it comes to firms’ learning about their workers, the results are not so clear; however, overall, the results on learning seem to have stronger support than found in previous studies. In general, there is more evidence for learning about administrative white‐collar workers than learning about technical white‐collar workers.

This paper contributes to a very small thread of empirical literature concerning wage and promotion dynamics within firms using linked employer‐employee data that contain detailed information on firm hierarchies.

The last decade has been witness to an unprecedented growth in the number of alliances between companies. This growing importance of interfirm co‐operation, together with its inherent complexity, have generated a progressive interest in the study of this phenomenon, which has materialised in a vast but fragmented literature concerning it. As a response to the demands which these conditions pose, we have endeavoured to develop a conceptual framework which, from a knowledge‐based and learning perspective, integrates an extensive series of contributions and concepts for the study of the processes of co‐operation between companies. As distinctive features, our conceptual framework proposal sets up a bridge between formulation and implementation in alliance processes and goes into the alliance micro‐level processes, both in the framework of the co‐operative agreement and in the setting of the partners’ organisations. Additionally, our proposal also considers the different ontological levels where knowledge develops and the links existing between them.