Article

Knowledge-Based View of Strategy

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Abstract

Strategy is about future creation. Firms differ not just because they have different value chains and activity systems or different resources and competencies, but because they envision different futures. They differ because people in charge of formulating and implementing strategy have their own visions of the firm's future, which are different from those of other firms. This paper provides a preview of the current thinking on the knowledge-based view of strategy. This view recognizes that an essential feature of strategy is to interpret the particular situation at hand and continuously create the future within the social context. The knowledgebased view of strategy differs from other schools of thought in strategy in its singular focus on knowledge as the driver of strategy. This paper analyses how the knowledge-based view of strategy complements the traditional schools of strategy by injecting new thinking along this three dimensions: putting humans at the center of strategy, treating strategy as a dynamic process, and having a social agenda.

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... Meanwhile, the knowledge-based view considers the firm's knowledge the "input-output combinations achievable with all possible mixes and levels of activities known to the firm" (Nickerson and Zenger, 2004, p.618). Additionally, firms differ not only in values, resources and competence but also in their vision; thus, strategy focuses on making a future that requires continuous improvement and innovation (Takeuchi, 2013). This process acknowledges three features: "(1) putting humans at the centre of strategy, (2) treating strategy as a dynamic process and (3) having a social agenda" (Takeuchi, 2013). ...
... Additionally, firms differ not only in values, resources and competence but also in their vision; thus, strategy focuses on making a future that requires continuous improvement and innovation (Takeuchi, 2013). This process acknowledges three features: "(1) putting humans at the centre of strategy, (2) treating strategy as a dynamic process and (3) having a social agenda" (Takeuchi, 2013). From the above approach, EI is closely linked to dynamic capability and social sustainability. ...
... As mentioned before, strategy-based portfolio management is characterized by strategic alignment, and EI needs the combination of both top-down and bottom-up. The process, which coordinates employee's ideas evoked from their immersion in dayto-day business enabling the execution of the firm's eco-innovation goals, is referred to as "middle-up-down" management (Takeuchi, 2013), in which the middle managers play an important role in bridging the gap between the visionary ideals of the top and the reality of front line business. Second, employee involvement, which in the context of EM has transformed to green employee involvement, is an emerging human resource management (HRM) practice that facilitates employee participation, deployment of their capabilities and tacit knowledge, which are considered the root of all development. ...
Article
Pursuing eco-innovation is a fashionable strategy for contemporary firms to both increase returns on investment and display their socio-ecological responsibility by increasing the quality of life through reducing the negative impact on the natural environment. Environmental innovativeness (EI), the eco-innovation capacity, is therefore important. This review is a study on 40 articles to refine EI at the firm level and synthesize the literature to find their determinants from a knowledge-based resource view. The results revealed important factors, for example, long-term-based eco-innovation orientation, environmental management beyond an EMS certificate, dynamic eco-capacity, green absorptive capacity, green adaptive capacity, research and development activities, external knowledge integration, and collaboration with appropriate partners in a strategic network based on the norm of reciprocity. An integrated conceptual model is proposed to demonstrate how the factors interact in the prediction for EI. The findings identified some literature gaps, and several research questions are therefore suggested for future research.
... In the current knowledge economy, more and more organisational leaders are realizing that most of the knowledge about work-related issues reside in people's minds (Scalzo 2006:60). From a resource-based and knowledge-based view (KBV) of the firm, intangibles such as knowledge assets are key drivers of production in the knowledge economy (Takeuchi 2013;Grant 1996). A KBV treats knowledge as a basis for sustained competitive advantage (Argote & Ingram 2000). ...
... The study theorises knowledge as a resource (McInerney & Koenig 2011). Knowledge is a resource that gives companies a sustained competitive advantage (Takeuchi 2013;Argote & Ingram 2000;Grant 1996). However, business pressures such as staff turnover, skill shortages and impending retirements threaten the capabilities of knowledge-based firms to create and manage knowledge. ...
... Organisational knowledge is an asset that gives companies sustainable competitive advantage (Takeuchi 2013;Grant 1996), thus the loss of it negatively affects organisational survival (Phaladi 2011). Therefore, there is a need to clarify the scope of the research as follows: ...
Thesis
Full-text available
State-owned enterprises (SOEs) play a significant role in the South African economy and are the key drivers for delivering on the country’s developmental mandate. Nevertheless, many SOEs are facing a phenomenon of organisational knowledge loss caused largely by an attrition of their much-needed firm-specific human resources through voluntary and involuntary turnover and a lack of retention strategies. Human resource management (HRM) departments in state-owned enterprises are failing to play their role in the knowledge management (KM) agenda despite being the custodians of firm-specific human resources. In any company, organisational tacit knowledge, as a source of sustained competitive advantage, is contingent on human resources. In SOEs, employees are sources of such knowledge. In many SOEs, this problem of organisational knowledge loss is exacerbated by a lack of knowledge management practices, the absence of organisational structures and roles dedicated to knowledge management, a silo mentality and red tape. The purpose of the study was to develop a framework on knowledge loss reduction that integrates knowledge management and human resource management practices in the South African state-owned enterprises. This study followed a mixed methods research approach by using an exploratory sequential design. A qualitative phase was conducted first (through the interviews and document analysis of annual reports), while in the second, and quantitative phase, a survey questionnaire was used to test the knowledge and research findings revealed by the qualitative phase. The qualitative data were collected from nine SOEs in five market sectors through the use of interviews with twenty purposively selected HR managers. The data collection phase also included the analysis of annual reports. The research findings of the qualitative phase were used to develop a survey questionnaire for testing in the quantitative phase. The survey questionnaire that was used to collect data in the second phase of the study, was distributed to 585 employees and KM practitioners in the SOE sector and had a response rate of 25%. The study revealed that the majority of the SOEs lacked dedicated KM functions and roles in their organisational structures. The study also established that there was a serious lack of synergy between the HRM and KM practices of the few SOEs that had dedicated knowledge management function and roles in the structures. A lack of key strategies for managing and reducing organisational knowledge loss contributed to knowledge stickiness and reduced knowledge protective capacity. However, on a positive note, recruitment and training practices were found to be effective in the sourcing and development of firm-specific human and knowledge resources. Despite their shortcomings, these two practices played an important role in capacitating knowledge creation and acquisition, thus boosting knowledge-absorptive capacity in the SOEs. Nonetheless, the same cannot be said of the human resource retention practices. The study recommends that HRM practices be aligned and integrated into KM for effective management and reduction of organisational knowledge loss. Furthermore, HRM practitioners should develop and lead strategies aimed at embedding a knowledge-centric organisational culture, structures and processes to ensure that knowledge management is fully institutionalised. In this regard, knowledge-oriented leadership is required across all levels of organisations. The study offers a framework for knowledge loss reduction as a baseline to assist SOEs with integrating their HRM and KM practices in order to reduce the dire risks associated with losing much-needed, firm-specific human and knowledge resources.
... Meanwhile, the knowledge-based view considers the firm's knowledge the « input-output combinations achievable with all possible mixes and levels of activities known to the firm » (Nickerson and Zenger, 2004, p.618). Additionally, firms differ not only in values, resources and competence but also in their vision; thus, strategy focuses on making a future that requires continuous improvement and innovation (Takeuchi, 2013). ...
... This process acknowledges three features: (1) putting humans at the centre of strategy, (2) treating strategy as a dynamic process and (3) having a social agenda (Takeuchi, 2013). From the above approach, EI is closely linked to dynamic capability and social sustainability. ...
... As previously discussed, the goal of the organization's eco-innovation orientation is comprehensive policies and codes of conduct embedded in its organizational culture and, further, comprehensive action plan and objectives. Two-way communication is required in the nature of the dialogue in the aforementioned « middle-up-down » management (Takeuchi, 2013). From a stakeholder dialogue perspective, two-way communication is characterized by transparency and appropriate feedback and is empirically found to be an antecedent to dynamic capacity for sustainable innovation, which includes both the environmental and social aspects (Ayuso et al., 2006). ...
Thesis
This thesis comprised of 6 chapters including 1 empirical qualitative study addresses three major research questions: (i) How should attraction be conducted in a right and corporate ethic manner to generate job seekers’ positive perceptions of organisational attractiveness for environment on the one hand and to detect the right individuals on the other? (ii) What key signalling factor is to make the pro-environmental talents and potentials recognize a true proenvironmental employer with them? (iii) Which pro-environmental signal is hard-to-fake? Retrievable in Laval University online library: https://ulaval.on.worldcat.org/oclc/1245841927 Citation APA 7th: Pham, D. D. T., Paillé Pascal, & Université Laval. Faculté des sciences de l'administration. (2021). Managing green recruitment to attract pro-environmental job seekers : the combined effect of green organizational process and green organizational distinctiveness of «handicap» principle (dissertation). Université Laval.
... En razón a lo anterior, y de acuerdo con las características generales que se evidencian en el sector público, en el cual la inversión en investigación y desarrollo tecnológico está muy por debajo de lo registrado en casi todos los países de la Organización para la Cooperación y el Desarrollo Económicos (OCDE), además de los importantes desafíos institucionales y la necesidad de mejorar la eficiencia de los servicios públicos (OCDE, 2012;2015), es necesario poner énfasis en elementos del factor humano, como lo son las actitudes, los comportamientos y el conocimiento de los empleados, lo cual les permita formular estrategias que no impliquen gastos económicos y los lleven a responder a los requerimientos políticos, económicos y sociales (Ayala, 2002;Takeuchi, 2013;Uvalle, 2009). Bajo este marco de referencia, el fenómeno objeto de estudio de esta investigación se explica por la perspectiva teórica del intercambio social, cuyo principal planteamiento establece que todas las relaciones sociales deben observarse como un intercambio recíproco de recompensas, es decir, todas las interacciones humanas deben contemplarse como transacciones en las que los individuos brindan recursos bajo la expectativa de recibir algo a cambio (Blau, 1964;Homans, 1958;Morales, 1981;Thibaut y Kelley, 1959). ...
... Con base en la literatura revisada, se determinó que existe una relación positiva entre comportamientos desviados en el trabajo y la alienación laboral (Zoghbi y Camaño, 2010); sin embargo, de manera específica, no se encuentra evidencia de la relación entre la alienación laboral, los comportamientos desviados en el trabajo y el compartir conocimiento; asimismo, la inclusión de la alienación laboral como una variable mediadora entre los comportamientos desviados en el trabajo y la compartición de conocimiento representa una brecha dentro del conocimiento organizacional (Colquitt y Zapata, 2007). Por último, esta investigación también contribuye a ampliar el conocimiento dentro del sector público en México, lo cual permitirá mejorar su gestión, con la finalidad de establecer estrategias que den respuesta eficiente a la demanda ciudadana (Ayala, 2002;Bock y Young, 2001;Käiser y Miles, 2002;Takeuchi, 2013;Uvalle, 2009). ...
... De acuerdo con lo anterior, en el contexto de las organizaciones del sector público del Estado de México, al ser un país considerado "economía emergente", expuesto a la inseguridad e incertidumbre institucional, el análisis y la comprensión de ciertas actitudes, como, por ejemplo, la alienación laboral y el impacto que tiene sobre las prácticas de compartir conocimiento entre sus empleados, los llevarán a vincular estrategias que puedan reducir esas limitaciones institucionales con el uso de los recursos con los que cuentan y estar así en capacidad de cumplir de manera satisfactoria con sus objetivos y compromisos políticos, así como dar respuesta a la demanda ciudadana. Es decir, el análisis de ciertas variables contingentes propias del sector público mexicano es capaz de fomentar el desarrollo y el bienestar integral de la sociedad (Ayala, 2002;Khanna y Palepu, 2010;Fierro et al., 2012;Takeuchi, 2013;Zenger, Lazzarini y Poppo, 2001). ...
Article
Full-text available
The aim of this scientific article was to determine the level of association between deviant workplace behaviors, work alienation and knowledge sharing; also, to determine the extent to which work alienation mediates the relationship between deviant behavior at work and knowledge sharing. Based on a literature review and relying on the theoretical perspective “social exchange theory”, the research hypotheses were formulated. Through a transactional study in Mexican organizations of the public sector, and based on the perception of 239 public servants, the hypotheses proposed weretested. A multivariate analysis (SEM) was performed. The results confirmed the association between the variables under study, and it was proved that work alienation is a mediating variable between deviant workplace behavior and knowledge sharing.
... Closed information affects the innovation (Gökmen & Hamşioğlu, 2011). For this reason, Takeuchi (2013) concluded if an organisation has both closed and open information at high level, it means it has a dynamic structure. Open information is defined by Zaim (2005) as the information in the form of mathematical diagrams, tables, figures, files, documents, audio and video recording, formulas, tariffs, instructions, which can be expressed by data such as words, sounds, symbols, abstract drawings, commands, which are not from a specific person, but from independent resources. ...
... Zack (1999) clarifies that if an organisation holds closed information cannot open it, it can be loss of opportunity, but at the same time, open information is a consumed opportunity. In the study of Takeuchi (2013), the process of making implicit/closed information to be open is called externalization and different models have been developed by the researchers in this matter (Gökmen & Hamşioğlu, 2011). For example; Takeuchi (2013) provides different techniques for the externalization of individual and social information. ...
... In the study of Takeuchi (2013), the process of making implicit/closed information to be open is called externalization and different models have been developed by the researchers in this matter (Gökmen & Hamşioğlu, 2011). For example; Takeuchi (2013) provides different techniques for the externalization of individual and social information. Gorovaia and Windsperger (2010) propose the use of high-level transfer mechanisms based on one-to-one relationships to share the information which is difficult-to-learn. ...
Chapter
Full-text available
Employees working for knowledge management change traditional concept of labor and become an important activator of organizational value. Therefore, in the age of technology, organizations started to give importance to “knowledge management” to reach their performance targets. Knowledge management plays a key role in organizations' accumulation of intangible assets and the organizations use information resources of social networks to maintain their competitive advantage and increase their level of competitiveness. Knowledge management is an important intangible asset for the organizations. Therefore, it is necessary to examine how the information and knowledge management affect organizational performance, and what are the best strategies to achieve good impact. The path to successful strategy and innovation goes through well-implemented knowledge management.
... Meanwhile, the knowledge-based view considers the firm's knowledge the "input-output combinations achievable with all possible mixes and levels of activities known to the firm" (Nickerson and Zenger, 2004, p.618). Additionally, firms differ not only in values, resources and competence but also in their vision; thus, strategy focuses on making a future that requires continuous improvement and innovation (Takeuchi, 2013). This process acknowledges three features: "(1) putting humans at the centre of strategy, (2) treating strategy as a dynamic process and (3) having a social agenda" (Takeuchi, 2013). ...
... Additionally, firms differ not only in values, resources and competence but also in their vision; thus, strategy focuses on making a future that requires continuous improvement and innovation (Takeuchi, 2013). This process acknowledges three features: "(1) putting humans at the centre of strategy, (2) treating strategy as a dynamic process and (3) having a social agenda" (Takeuchi, 2013). From the above approach, EI is closely linked to dynamic capability and social sustainability. ...
... As mentioned before, strategy-based portfolio management is characterized by strategic alignment, and EI needs the combination of both top-down and bottom-up. The process, which coordinates employee's ideas evoked from their immersion in dayto-day business enabling the execution of the firm's eco-innovation goals, is referred to as "middle-up-down" management (Takeuchi, 2013), in which the middle managers play an important role in bridging the gap between the visionary ideals of the top and the reality of front line business. Second, employee involvement, which in the context of EM has transformed to green employee involvement, is an emerging human resource management (HRM) practice that facilitates employee participation, deployment of their capabilities and tacit knowledge, which are considered the root of all development. ...
Article
Pursuing eco-innovation is a fashionable strategy for contemporary firms to both increase returns on investment and display their socio-ecological responsibility by increasing the quality of life through reducing the negative impact on the natural environment. Environmental innovativeness (EI), the eco-innovation capacity, is therefore important. This review is a study on 40 articles to refine EI at the firm level and synthesize the literature to find their determinants from a knowledge-based resource view. The results revealed important factors, for example, long-term-based eco-innovation orientation, environmental management beyond an EMS certificate, dynamic eco-capacity, green absorptive capacity, green adaptive capacity, research and development activities, external knowledge integration, and collaboration with appropriate partners in a strategic network based on the norm of reciprocity. An integrated conceptual model is proposed to demonstrate how the factors interact in the prediction for EI. The findings identified some literature gaps, and several research questions are therefore suggested for future research.
... Knowledge engages humans in a dynamic social process that shapes/creates a desirable future (Takeuchi, 2013). Understanding, that strategy basically is about creating a future, it may be implied that knowledge ought to become an issues of strategic choice in contemporary competitive business environment. ...
... Thirdly, tying knowledge to a social system of exchange of ideas, information and experiences determines the extent to which organizational knowledge depends on internal and external social processes and mechanisms (Ichijo, von Krogh & Nonaka, 1998). Fourthly, organizational knowledge should be viewed as a dynamic organizational resource which satisfies present and future needs of the firm (Davenport & Prusak, 1998;Takeuchi, 2013). ...
... The argument of the futurity of organizational knowledge is supported by the fact that such knowledge must not only be relevant for immediate problem solving but is proactive to suit the continuous dynamic environment (Abrahamson & Goodman-Delahunty, 2014). In other words, Knowledge as a strategic resource of the organization must satisfy short term and long term purpose of the firm (Takeuchi, 2013). ...
Article
Full-text available
Since the popularization of knowledge in the global business economy, organizational managers consider it a key part of their strategy in generating value and achieving superior performance for their organizations. Therefore, attempts have been made to discuss knowledge strategy in terms of its types, resources, capabilities and competencies. None the less, extant literature has been limited in examining strategic behaviours of organizations that result from the link between organizational knowledge and strategic orientations. Therefore, this research is aimed at conceptualizing the knowledge strategy (KS) concept by linking organizational knowledge with strategic orientation. The implications of the research were discussed.
... Grant (1996) considers that the organization is an institution of application of knowledge, however, the integration of the knowledge of each person with that of others, although its acquisition is individual, will depend on the knowledge management; that is to say, it is the strategies that are implemented in the organization that provide the incentives and direction necessary to carry out such integration. In other words, management level employees are responsible for creating and maintaining an organization that is capable of generating new knowledge, thus striving for the organization to become a specialized community in the creation and internal transmission of knowledge, even from the focus of the vision of Knowledge Based View of Strategy, this new knowledge is a process carried out by middle managers, who are responsible for linking the vision of the executives with the vision of the operational personnel (Kogut & Zander, 1992;Takeuchi, 2013). ...
... According to the previous criterion, this research leads us to prove that the public sector organizations can reduce these institutional limitations through the effective use of the internal resources with which it relies on, that is, and proving the theoretical approach that this research utilized (Knowledge Based View), the strategic direction of organizations must be reoriented towards the internal characteristics of the organization and consider its internal resources as the source of organizational effectiveness (Barney 1991;1997;Takeuchi, 2013). Organizations are then responsible for creating, transferring and transforming knowledge to achieve objectives and achieving efficient organizational performance. ...
... Organizations are then responsible for creating, transferring and transforming knowledge to achieve objectives and achieving efficient organizational performance. The Resource Based View recognizes the transferability of an organization's resources and capacities as a determinant factor of its ability to confer a sustainable competitive advantage (Barney, 1986;Takeuchi, 2013), and in the public sector organizations, a sustainable organizational performance. ...
Article
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The aim of this scientific paper is to determine the extent to which know-ledge sharing mediates the relationship between knowledge donating and organizational performance. Based on literature review and relying on the theoretical perspective "Knowledge Based View" the research hypotheses were formulated. Through a transactional study and with Mexican organizations of the Public sector through the perception of 239 public servants the hypo-theses were supported. A multivariate analysis (SEM) was performed. The results of this research confirm that knowledge collecting influences know-ledge sharing only when it is related to knowledge donating, and confirm that knowledge sharing is a mediating variable between knowledge donating and organizational performance. This research leads us to prove that in the public sector organizations the strategic direction of organizations must be reoriented towards their internal resources as the source of organizational effectiveness.
... In the knowledge-based economy, organisational knowledge assets are the cornerstone and sources of superior performance, innovation and sustainability. The knowledge-based view (KBV) of the firm calls for the protection of organisational tacit knowledge assets through the investment in relevant knowledge management (KM) practices (Grant 1996;Phaladi 2021;Takeuchi 2013). Sultan Balbuena (2014:9) defines state-owned enterprises (SOEs) as entities established according to the statutory laws of the country; they can be either wholly or partially owned, with the government having a significant level of shareholding and ownership. ...
... The majority of them are experiencing knowledge transfer and retention challenges pertaining to knowledge loss caused by voluntary and involuntary turnover and a lack of retention practices (Sandelin et al. 2019;Susanty & Salwa 2017). Commentators on the resource-and knowledge-based theory (Barney 2001;Buta 2015;Gürlek 2020;Takeuchi 2013) argue that organisations must invest in developing and retaining their firm-specific human and knowledge resources to avoid the dire consequences of knowledge loss. Nevertheless, a lack of organisational KM practices aimed at reducing knowledge loss remains a serious issue faced by many South African SOEs. ...
Article
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Background: State-owned enterprises (SOEs) in South Africa face a serious challenge of knowledge loss caused largely by resignations, the ageing workforce and a lack of knowledge management practices. Objective: This article explores knowledge management (KM) practices in the South African SOEs to mitigate the risks inherent in tacit knowledge loss. Methods: The study adopted a mixed methods research strategy using an exploratory sequential design to identify KM practices and their effectiveness in addressing the phenomenon of tacit knowledge loss. The qualitative data was collected through the interviews and document analysis of 2018 annual reports in nine SOEs across five market sectors. A survey questionnaire was dispersed to 585 respondents, with a 25% response rate (145) for quantitative data in three SOEs. Results: The results revealed that the majority of the SOEs lacked KM practices in their structures. The lack of KM practices implies that SOEs are lagging behind in knowledge protective capacities to mitigate the risks inherent in the organisational tacit knowledge loss. With many South African SOEs, facing all these sorts of knowledge loss risks and a lack of KM practices to mitigate them, achieving the objectives of a developmental state remains a far-fetched idea. Conclusion: The absence of KM practices negatively affected knowledge transfer and retention in most of the SOEs. A lack of KM practices will negatively affect their performance and their sustainability to deliver on their developmental mandate. Investment in KM practices will assist SOEs to mitigate associated inherent risks with loss of organisational tacit knowledge.
... Existen unas condiciones llamadas facilitadores (enablers) que favorecen los cuatro procesos de transformación de conocimiento en la empresa (Nonaka &Takeuchi, 1995). Las más relevantes son la amplia interacción entre los trabajadores (Takeuchi, 2001), el acceso al conocimiento creado por otros trabajadores (Takeuchi, 2013), la equidad en dicho acceso (Nonaka, Toyama & Konno, 2000) y la interacción entre los puestos de trabajo (Nonaka & Konno, 1998). El rol de la empresa es asegurar que existan estas condiciones (Alvarenga & Choo, 2011;Nonaka, Von Krogh &Voelpel, 2006). ...
... Es interesante notar que esto no se equipara con una escasa cantidad de fuentes de conocimiento. Como señalaba Takeuchi (2013), todos los trabajadores tienen el potencial para transformar conocimiento. Es responsabilidad de la empresa crear las condiciones necesarias para que ese potencial se vuelva realidad. ...
Article
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Pese a la reconocida importancia sobre la explicitación del conocimiento dentro de la gestión del conocimiento, este proceso ha sido mayormente estudiado desde la perspectiva interna. Es decir, considerando únicamente a los trabajadores como actores de la explicitación, dejando de lado que con frecuencia las fuentes de conocimiento son actores externos. El objetivo de este trabajo es evaluar si existen diferencias significativas entre las empresas que hacen explicitación del conocimiento de forma interna, versus las que incluyen actores externos en este proceso. Para ello, se aplicó un modelo de red en el que los nodos representan actores internos y externos y los vínculos dirigidos dan cuenta de quién es la fuente del conocimiento y quién es quién es responsable de la explicitación del conocimiento. Se aplicó el modelo a 21 pequeñas empresas de servicios colombianas y con base en los resultados obtenidos se encontró que es posible clasificar a las empresas en cuatro categorías según su tendencia a mostrar más o menos explicitación interna, y más o menos explicitación abierta. Los resultados sugieren que existen perfiles de explicitación con mejor desempeño que otros.
... A partir de estos enfoques se evidencia que un elemento en común que ha determinado la posición competitiva, es el conocimiento como recurso clave y estratégico de una empresa (Abeson., & Taku, 2009;Takeuchi, 2013). Este provee de una diferenciación a la empresa, que sobrepasa las que se pueden generar a partir de "cadenas de valor, actividades, recursos y competencias" (Takeuchi, 2013). ...
... A partir de estos enfoques se evidencia que un elemento en común que ha determinado la posición competitiva, es el conocimiento como recurso clave y estratégico de una empresa (Abeson., & Taku, 2009;Takeuchi, 2013). Este provee de una diferenciación a la empresa, que sobrepasa las que se pueden generar a partir de "cadenas de valor, actividades, recursos y competencias" (Takeuchi, 2013). ...
Article
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El objetivo del documento es identificar las fuentes de conocimiento a las que acuden micro y pequeños empresarios del sector turismo y si éstas son utilizadas como base para generar innovación. Se realizaron entrevistas semi estructuradas a los gerentes de seis hoteles y nueve agencias de viajes en las ciudades de Bogotá y Pereira. Los resultados evidencian que los empresarios acuden a fuentes de conocimiento propio, familiar y del mercado, dejando de lado el conocimiento especializado proveniente de procesos de investigación y/o de entidades de orden regional y nacional. También se aprecia que las imágenes que se han construido sobre la innovación están relacionadas con dimensiones como: prácticas diferenciadoras, novedad o mejora, implementación de herramientas tecnológicas y validación de la innovación por el mercado. Se concluye que el uso limitado de las fuentes no logra modificar la base de recursos de manera sustancial, por lo tanto, dificulta la posibilidad de generar innovación.
... In this case both inputs and outputs of the company are knowledge-based and the need to replenish the knowledge base becomes the basic driver for new acquisitions [30]. More precisely, a considerable part of high-tech M&As are driven by the need to gain a special type of knowledgetechnological knowledge [31][32][33][34]. It is not a ready product that can be sold or purchased; however, in a complex and rapidly changing industrial context acquisitions are the way to retain flexibility in sensing and seizing opportunities at lower costs [35]. ...
... It is not a ready product that can be sold or purchased; however, in a complex and rapidly changing industrial context acquisitions are the way to retain flexibility in sensing and seizing opportunities at lower costs [35]. Note that the major challenge that partially explains high failure rates in technology-driven M&As is inability to adequately absorb and transfer knowledge of the target company [17,24,28,[31][32][33]. ...
Article
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Technologies arising out of successful high-tech mergers and acquisitions (M&A) have a significant innovation potential. However, forecasting of the possible output is coupled with uncertainties caused by misleading or insufficient future-oriented analytics. The proposed framework facilitates publicly available information and data to forecast potential innovation activities of the companies involved in high-tech M&As. A five-step scheme of analysis is aimed to assess previous M&A record, intellectual property (IP) portfolios of the focal companies as well as the relevant technological context, and construct pathways of potential innovation activities using elements of a scenario technique and roadmapping. The framework has been tested on the deals including both large concerns and small and medium-sized enterprises (SME). We summarize the paper by reflecting on the merits and limitations of the framework on the way to our objective – to provide grounded forecasting triggered by M&As to support the decision-making.
... Knowledge is a human, dynamic and social process of justifying personal belief towards the truth. (Takeuchi, 2013) The original idea presented by Polanyi (1962) was that there are two types of knowledge: tacit and explicit. Knowledge is a continuum of these two types. ...
... Knowledge creation fuels innovation (Takeuchi, 2013). The innovation process is a knowledge-based process (Davenport and Prusak, 1998;Darroch and McNaughton, 2002). ...
Conference Paper
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Structured Abstract Purpose – This study was conducted in order to find out if the strategic management maturity and the innovation capability of companies are also indicators of the extent of the use of social media tools. This study was conducted among companies in the Finnish car retail and service business. Design/methodology/approach – We conducted a survey questionnaire of 110 questions among CEOs and top managers. Access to managers was obtained via the Finnish Central Organisation for Motor Trades and Repairs. The sample covered all member companies in the central organisation (147 companies). This study provided us with a good overview of the focal industry in Finland. Of these companies, 70 % had a turnover of between 5-50 MEUR and 27% had a turnover of more than 50 MEUR. We obtained responses from 11th International Forum on Knowledge Asset Dynamics
... Innovation means creating knowledge that can be classified as extreme, if it is disruptive to that already existing, or incremental if it complements existing knowledge (Christensen, 2000;Rogers, 1995). Innovation is not invention (Berthon, Hulbert, & Pitt, 1999), but rather the creation and sharing of knowledge, redefining both intraand inter-organizational problems and solutions (Takeuchi, 2013). The basis for the consolidation of innovation is the creation and dissemination of knowledge in the form of licenses, copyright, industrial and intellectual property, know-how, and equivalents (Jayaram, Oke, & Prajogo, 2014). ...
... Innovation relates to technological change (not restricted to information and communication systems) as an engine for economic development, which can be manifest through marketing, organizational innovation, and product and process innovation (Chart 2). In all of these, innovative expertise adds value to the product (Takeuchi, 2013). Innovation is not only an economic mechanism, or a technical process. ...
Article
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Purpose: Understand the generation of innovation in a religious environment subject to the requirements of Islamic precepts. Brazil stands out in terms of its exports to the Middle East, particularly for items such as Halal chicken, produced according to Islamic precepts. For such business to be viable, an innovative network has emerged, with actors organizing their activities around religious precepts. Originality/gap/relevance/implications: Management of business product and processes is preponderantly oriented towards efficiency and productivity (e.g. cost reduction). Notwithstanding, they must comply to additional demands in supply networks where religion plays a major role. Key methodological aspects: Documentary research, exploratory interviews with key respondents at the strategic level, non-participant observation of workplaces and production lines. Summary of key results: Actors are linked to the network by a common goal, both economic and social, mobilized by institutionalized rules and religious principles in the network. Product and process changes are subject to compulsory religious rules, and no change may occur if not aligned to ancient practiced beliefs. Key considerations/conclusions: Knowledge transfer and innovation are intertwined with religious rules, guiding product and process changes for both Muslim and non-Muslim network actors. New business approaches, however great their benefits in terms of productivity and conferring excellence, need the approval of religious leaders who interpret such innovation, judging the case for acceptance based on the precepts of the Qur'an, i.e. whether the practice is lawful or Halal.
... It considers organizations as heterogeneous, knowledge-filled entities. This unique intangible resource, which can be difficult to imitate, serves as the bedrock for sustainable differentiation and the development of a competitive edge (Cairo et al., 2015;Ergazakis et al., 2013;Grant, 1996;Grillo et al., 2018;Gu et al., 2017;Shujahat et al., 2019;Simao and Franco, 2018;Takeuchi, 2013). ...
Article
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Purpose This study aims to investigate the effect of knowledge hiding on individual task performance and examine the moderating influence of transformational leadership. Design/methodology/approach This study included 256 participants employed by financing companies in Indonesia. In addition, to analyze the data, descriptive statistics were computed using SPSS 25, and the structural equation model-partial least square (SEM-PLS) was used for hypothesis testing. Findings The findings revealed the negative effects of knowledge hiding on individual task performance and its potential consequences for individuals and organizations. However, it also suggested that transformational leadership may not be sufficient to reduce the negative effects of knowledge hiding on individual task performance. Research limitations/implications This study only focused on the context of a specific industry or country, which limited the generalizability of the findings. Practical implications This study enriches the understanding of the importance of addressing knowledge-hiding behaviors and investigating additional factors that can enhance task performance in organizations. Originality/value This study adds value to the existing literature by emphasizing the importance of investigating supplementary factors other than transformational leadership that have the potential to reduce the negative effects of knowledge hiding on organizational performance.
... Palabras clave: aprendizaje organizacional, docentes, universidad, productividad científica. Takeuchi (2013) (Rincón, 2017), a través del aprendizaje organizacional. Kang et al. (2021) comprobaron que la tecnología móvil y los sistemas de información tienen un papel moderador significativo en la efectividad y el desarrollo del aprendizaje organizacional. ...
Book
El mundo está cambiando con gran velocidad, lo que implica la necesidad de adaptarse al medio ambiente, de manera individual y colectiva, de manera rápida y efectiva. De allí surge la importancia de contar con obras como la presente, en la cual se abordan temas que contribuyen al fortalecimiento de organizaciones públicas y privadas. Este libro incluye temas variados y abarca diversos escenarios, pero todos tienen en común la necesidad del desarrollo de ventajas competitivas en las organizaciones, para que se adapten a sus respectivos entornos y sean exitosas. La innovación que permita avanzar tecnológicamente, en un entorno humano y de respeto a la ecología, será el reto a conquistar en los años venideros. Por ello, esta obra es significativa para abrir un importante espacio de discusión que permita nuevos aprendizajes y mejores resultados.
... Moreover, within the firm exists a knowledge-base and it is predominantly tacit; residing in individual employes and is difficult to replicate by competitors (Smith 2001;Su, Lin, and Chen 2015). Also, explicit knowledge is another form of a firm's knowledge, a resource that is codified and easy to emulate through social contacts and externalities (Smith 2001;Takeuchi 2013). ...
Article
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This study seeks to investigate firm-level innovation, exploring whether social relationships located in knowledge networks influence the transfer of university knowledge to Ghanaian firms. Firms' informal relationships with universities have been under-researched in developing economies. The extant literature suggests that informal relationships in the context of economies with advanced regional and national innovation systems have a positive association with firm level innovation performance. The research project employs a cross-sectional survey of 245 firms in Ghana. The aim of the project is to explore the influence of informal mechanisms of university knowledge transfer on firm level innovation performance in Ghana. The study adopts a structural model with partial least squares as an analytical technique. The findings reveal that to deliver positive results in a firm's innovation performance by informal means, a well-coordinated social system to attract research knowledge from all aspects of the university system is required. The research project's implications for Ghana's innovation system include a need to be aware of the impact of corruption and lack of intellectual property rights on the efficacy informal knowledge transfer. ARTICLE HISTORY
... That is, the public sector today must develop efficient and quality practices, as well as reduce costs, increase productivity, and satisfy its users (internal and external) [2]. In general, it is necessary to improve the performance of this type of organization to seek economic and social well-being in a holistic way-employees, organizations, and society [3][4][5]. The document is organized as follows. ...
Article
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The aim of this article is to analyze the level of association and effect between work alienation, deviant workplace behavior, and performance in public sector organizations. Based on a literature review and relying on the theoretical perspective of the knowledge-based view strategy, the hypotheses were formulated. The method consisted of a cross-sectional study in Mexican public organizations, and a multivariate analysis of structural equation modeling (SEM) was performed. The results confirmed the association between work alienation, deviant workplace behavior, and performance. Furthermore, findings showed a high and positive relationship between work alienation and organizational performance within the context. The originality lies in the positive incidence among the variables under study within the public sector context; this is not consistent with what is suggested by the related literature.
... That is, the public sector today must develop efficient and quality practices, as well as reduce costs, increase productivity, and satisfy its users (internal and external) [2]. In general, it is necessary to improve the performance of this type of organization to seek economic and social well-being in a holistic way-employees, organizations, and society [3][4][5]. The document is organized as follows. ...
Article
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This article aims to determine the direct and indirect effects of social exchange relationships Leader Member Exchange and Team Member Exchange (LMX and TMX) on organizational commitment and happiness at work. Based on the literature review and relying on the Social Exchange Theory perspective, the authors constructed the hypothetical structure, including the four variables under study. The sample comprised 177 employees from Mexican firms, and the proposed hypotheses were under examination through a path analysis. Results show that LMX, TMX, and happiness at work have a direct effect on organizational commitment. We also found an organizational commitment to be a partial relationship mediator between LMX and happiness at work.
... El conocimiento es información mezclada con la experiencia, el contexto, la interpretación y la reflexión del ser humano , es generado y compartido a través de las interacciones personales y el medio ambiente (Takeuchi, 2013). Dentro de una organización forma parte de los procesos, rutinas, redes de comunicación y sus archivos; el conocimiento se origina en el cerebro de un individuo (Fahey y Prusak, 1998); es quien lo crea. ...
Article
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Estudio basado en la teoría de la Gestión del Conocimiento, utilizando la variable Aprendizaje Organizacional con su Factor Individual, cuyo objetivo fue demostrar que dicha variable a través del factor individual tiene relación con la Productividad Científica de Profesores Investigadores . El método fue cuantitativo y diseño no experimental, con Modelo de Ecuaciones Estructurales. Se comprueba que el Factor Individual tiene estadísticamente una influencia causal de .73 sobre la variable Productividad Científica, a través del altruismo y autoeficacia, variables de comportamiento y que se han estudiado en otros ámbitos. Una limitación del estudio es que fue solo en una institución, por lo que no se puede generalizar a otras instituciones de educación superior pública. El efecto del Altruismo en el Aprendizaje Organizacional, es un hallazgo que se opone a que el incentivo extrínseco es el que genera las condiciones para que los empleados compartan sus conocimientos y contribuyan al aprendizaje.
... Therefore, an organization can have valuable resources such as knowledge, but it requires dynamic and strategic capabilities to convert them into a competitive advantage (Takeuchi 2013;Teece et al. 1997). According to Teece et al. (1997), a company can gain a competitive advantage when knowledge assets are fostered and implemented. ...
Article
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The manufacturing industry is constantly faced with the undeniable challenge of gaining and maintaining a competitive advantage in a dynamic and changing marketplace. This study aims to investigate the mediating role of innovation capability between absorptive capacity and competitive advantage. This study focused on the manufacturing industry in the State of Mexico. This research is quantitative and transversal. The confirmatory level of a sample of 116 managers was calculated. The research model was tested by way of second-generation (PLS-SEM) analysis. The findings indicate that innovation capacity is a mediating variable in the relationship between absorptive capacity and competitive advantage. The originality of this study is found in the fact that it is the first study designed as a second-order model. This study constitutes a significant contribution to the literature. Additionally, this study contains a series of practical implications which may contribute to a competitive advantage in emerging markets.
... By its very nature, knowledge becomes obsolete one minute after it has been created. Knowledge, for the authors, is the guide to generate strategies that lead organizations to their own well-being and that of society (Takeuchi, 2013). ...
Article
The remainance and development in the market depend, among other factors, on the quality of sold products or provided services, which is a situation of concern in sectors such as tourism where globalization demands first level services, as is the case in the city of Campeche, where businessmen are investing in hotel infrastructure according to the colonial characteristics of the town. The research´s objective is to identify the incidence of leadership in the quality of services under the perception of hotel managers as responsible for the operability results. This research is a descriptive type with non-experimental transversal design, with a enumerated population; the results obtained through the quality and leadership indexes indicate that, contrary to expectations, managers consider that the provided services don´t have an adequate level of quality, and the design of new strategies is needed to improve the processes under the transformational leadership which must face problems with opportunity in order to innovate in the services of the market where they participate.
... Indeed Takeuchi (2013) argues that in the business strategy thinking, firms exist to improve the human condition and to create a better future. This statement means that "companies are not only focused on maximizing profit for shareholders, but also on serving the common good of its employees, its customers, its suppliers and other stakeholders as well as the society at large, including the environment" (Takeuchi', 2013, p. 9). ...
... By its very nature, knowledge becomes obsolete one minute after it has been created. Knowledge, for the authors, is the guide to generate strategies that lead organizations to their own well-being and that of society (Takeuchi, 2013). ...
Article
Full-text available
The remainance and development in the market depend, among other factors, on the quality of sold products or provided services, which is a situation of concern in sectors such as tourism where globalization demands first level services, as is the case in the city of Campeche, where businessmen are investing in hotel infrastructure according to the colonial characteristics of the town. The research´s objective is to identify the incidence of leadership in the quality of services under the perception of hotel managers as responsible for the operability results. This research is a descriptive type with non-experimental transversal design, with a enumerated population; the results obtained through the quality and leadership indexes indicate that, contrary to expectations, managers consider that the provided services don´t have an adequate level of quality, and the design of new strategies is needed to improve the processes under the transformational leadership which must face problems with opportunity in order to innovate in the services of the market where they participate.
... In times of rapid technological change and dynamic competitive environments, a company's ability to develop and adapt its resource base plays a crucial role in its success [10]. Empirical studies show that the intangible and non-transferable or copyable components of the resource base, such as the knowledge of employees acquired over many years, contribute to a company's competitive advantage to a larger extent than transferable and tangible physical resources, such as equipment [1,2,11,12]. Companies build up intangible resources over a long time with company-specific (learning) processes that reduce its imitability and increase heterogeneity. ...
Article
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To become and remain competitive, manufacturing companies need to be highly flexible and offer a high quality/price ratio. One of the crucial prerequisites for achieving this goal is the adoption and effective usage of advanced technologies in manufacturing processes. This calls for strategic competence management, which characterizes the company’s capability to adjust organizational and employees’ competences to new requirements. However, only very few German small and medium-sized enterprises (SMEs) in the manufacturing sector currently use systematic and strategic competence management in their processes. Our paper addresses this issue by providing empirical evidence on the awareness and current usage of strategic competence management tools in German manufacturing SMEs based on recent data from the German Manufacturing Survey, which is conducted by the Fraunhofer Institute for Systems and Innovation Research ISI. Following this, we introduce a conceptual, process-based approach for managing competencies in manufacturing SMEs strategically and systematically. This approach was developed and tested over the course of a three-year research project. In addition, we present a case study of a company that successfully implemented this approach.
... Abrahamson and Goodman-Delahunty (2014) asserted that effective knowledge utilization in organisation largely depends on specific support systems such as policies on information, strategies, structures and technology. Knowledge engage humans in a dynamic social process that shapes/creates a desirable future (Takeuchi 2013). Strategy is about creating a future, it may therefore, be implied that knowledge should be an issues of strategic choice in contemporary competitive business environment. ...
Article
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The focus of this paper was to examine the first order moderating effect of organisational orientation on the relationship between organisational knowledge and performance of telecommunication firms. Data was gathered from 230 managers and other administrative and technical employees of the four major telecommunication firm in Nigeria, through the use of structured questionnaire. The hierarchical multiple regression was used to show this moderating effect. According to the results of this research, strong emphasis and attention should be placed on an organisation-wide culture of learning orientation, such as shared vision and open mindedness; entrepreneurial orientation, such as proactiveness, competitive aggressiveness and autonomy as influencers of organizational effectiveness; and market orientation, such as customer and competitors’ orientation. The influence of these orientations on organizational knowledge and performance demands that managers instill behaviour in organisational members towards reflecting these orientations in their dealing with customers and across organisational functions.
... A number of researchers in the field of strategy has raised this question. An answer to this question also sets the knowledge-based view of strategy (KBS) apart from other schools of thought of strategy: firms differ not just because they have different value chains and activity systems or different resources and competencies, but because they envision different futures (Takeuchi, 2013). Many authors believe that the success of a particular business strategy, among other things, depends on a coordinated resource management, which implies a coordination of the two main forms of resources that the organizations are using: (1) physical resources -money, equipment, material, buildings and time and (2) conceptual resources -data, information and knowledge (Carneiro, 2000). ...
Article
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This paper analyses the strategic aspects of knowledge management in organizations in Serbia, from the theoretical and empirical point of view. In its theoretical part, the paper analyzes the latest literature in the fields of knowledge management, relations between communications strategyes and knowledge management, generations of knowledge management and organizational culture. In its empirical part, the paper deals with determining the level of knowledge management in Serbian organizations through diffrent generations of knowledge management, as well as the problem with explicit and tacit knowledge management. The hypotheses were tested using data colleted from organizatons in Serbia via questionnaire, which consisted of 50 questions to examine five key factors in knowledge management. The results showed that out of 41 indicators, only eight are rated positively. Results of t-test indicate significant distinctions within factors affecting the quality of knowledge management, as well as differences in quality of explicit and tacit knowledge management, therefore they confirmed both hypotheses. The knowledge management projects in organizations in Serbia are initiated, as well as that belonging to the first generation of knowledge management can be defined.
... A strategy provides a path for achieving long-term goals. At best, it is the result of a knowledge-creating planning process (Takeuchi, 2013) and reflects a description of the course of actions to be taken in order to reach set goals (Chandler, 1962). Many variables potentially affect the emergence of strategies (Alexander, Graham, & Harris, 1998). ...
Conference Paper
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Strategy development results from a knowledge-creating process to guide organizational behavior and achieve (long-term) goals. However, a strategy rarely considers the needs of the organization and its members explicitly. If known and considered, needs might have an existential impact on behavior. Therefore, we propose that a profound strategy should take into account needs. Arguably, the generation of any strategy can be considered as an organizational learning process, which is shaped by and results in knowledge. Therefore, a knowledge perspective might be helpful to study what impact the consideration of needs has on the outcome of a strategy development process. Since the concept of need knowledge has only been introduced recently to knowledge-based management, the impact of this type of knowledge has not been considered in strategy development processes. Our empirical research aims at understanding the differences between strategies, which emerge with regards to needs in the social system and strategies, which are developed without explicitly considering needs. Therefore, we conducted an experiment with two groups of students, who were encouraged in a collaborative learning task to design strategies for a better learning and teaching environment at their university. To evaluate these strategies, we used a repertory grid analysis to investigate how explicit need knowledge affects the outcome of the organizational learning process.
... Then, a definition of knowledge is provided as "a human, dynamic and social process of justifying personal belief towards the truth." (Takeuchi 2013;68) Although this model has been referred mainly in the research area of the organizational management, I think it will be able to apply to my Schumpeterian innovation system. ...
Conference Paper
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The purpose of this research is how to locate 'knowledge' in the theoretical and institutional framework analyzing modern capitalism and how to analyze the interactions among different kinds of knowledge and their possessors. At first, I show three perspectives of this research. The first is that modern capitalism is the knowledge-based economy. The second is that it is necessary to understand innovation as a system. I integrate those perspectives in my framework of the Marxian-Schumpeterian diagram of economic evolution and consider it in terms of the framework of national innovation systems. Then, I construct the 'knowledge version' Marxian-Schumpeterian diagram as now analytical framework. I investigate a useful method of analyzing knowledge capitalism. I propose my analytical framework for using an analytical tool of system dynamics modelling. Thirdly, I put my system dynamics model in practice with STELLA, so this part is the most essential part of my research. In particular, STELLA is available to express the interactions of heterogeneous agents with different knowledge in one industrial sector and among related industrial sectors. In conclusion, I summarize this research in three points; (1) In this research, I examined how to analyze modern knowledge capitalism with mainly two considerations. The bases of my approach should be required a process thinking of knowledge capitalism which maintains the logic of industrial capitalism and includes the
... We have focused on the direct impacts of cross-functional collaboration on technology commercialization performance, but based on KBV, knowledge creation also plays a pivotal role, albeit implicitly, between cross-functional collaboration and TC. Knowledge creation is not just knowledge per se, but as a dynamic process also encompasses the human interactions within an organization, with a social agenda that involves guiding the firm to take the necessary steps to ensure knowledge creation and product development performance (Takeuchi, 2013). For example, IBM Global Technology Services has established a coordinating team with members selected from different business units for product development. ...
Article
Technology commercialization (TC) contributes to maintaining the competitive advantage of high-tech firms, but although researchers have established that product innovation and new product development are enhanced by cross-functional collaboration and organizational knowledge activities, this may not be the case for TC. Drawing on the knowledge-based view and the influence of cross-functional collaboration, the main goal of this study is to unravel the relationships among cross-functional collaboration, knowledge creation and TC performance in the high-tech industry context. Empirical findings from our survey of 203 marketing and R&D managers and employees in Taiwanese high-tech companies indicate that cross-function collaboration reveals fresh opportunities for creating knowledge and commercializing technologies. Our results also suggest that knowledge creation plays an important role in TC performance by partially mediating the relationship between cross-functional collaboration and TC performance. The contributions of this study provide new insights into industrial marketing literature by proposing a cross-functional collaboration-enabled TC model that takes into account the effect of knowledge creation.
... Knowledge-based view (KBV) suggests that knowledge plays a pivotal role in increasing the firms' competitive advantage and financial performance (Grant 1996;Takeuchi 2013;Zack et al. 2009), including the healthcare industry. Effective knowledge activities in healthcare not only improve the existing operational capabilities of healthcare service but also reduce the care delivery costs and prevent potential medical errors (Agarwal et al. 2010; Wang et al. 2013). ...
Conference Paper
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Learning-by-doing is a crucial process to successful IT adoption. Yet, this type of organizational learning process is necessary but not sufficient to the adoption success. Learning-about, the pre-adoption learning activity, plays an equally important role in an organization's IT adoption. In healthcare industry, hospitals are not always able to utilize healthcare information technologies (HITs), such as electronic healthcare records (EHRs), to generate high quality information for decision making. Having pre-adoption knowledge and the capacity to absorb the knowledge is likely to better the adoption results. This research proposes a conceptual model to explain the importance of the knowledge from learning-about EHR technology and explore the role absorptive capacity plays in EHR pre-adoption. This study contributes to the existing EHR literature by (1) adding pre-adoption knowledge into the ingredients of successful adoption, and (2) discussing the moderating effect of absorptive capacity to the relationship between pre-adoption knowledge and outcomes of adoption.
Chapter
Knowledge loss risk is a serious and complex issue facing public enterprises around the world. The purpose of the chapter was to explore and present a global picture integrating strategic human resource management (SHRM) practices into knowledge management (KM) for the effective management of knowledge loss risk in public enterprises. In order to explore strategic human resource management practices and knowledge risk management in the extant literature, the preferred reporting items for systematic reviews and meta-analyses (PRISMA) method was selected as a methodology to guide the data collection and analysis of the study. The research findings infer and point to very limited research in the global literature linking SHRM practices to KM for effective knowledge risk management. Such a relationship in research and practice remains blurry, despite the fact that the role of HRM in tacit knowledge risk management is inevitable. The findings of this chapter provide a valuable framework indicating distinct areas of interest that require further exploration in the current literature.
Article
This study investigates the association of knowledge hiding with individual task performance and the mediation role of individual creativity. It focuses on how employees' knowledge-hiding behavior can influence their task performance and how individual creativity can alleviate the negative consequences of knowledge-hiding. Data was collected from 256 employees working in financing companies in Indonesia. Hypothesis testing was conducted using the Structural Equation Model - Partial Least Square (SEM-PLS) model. The findings showed that all indicators significantly represented the dimensions of evasive hiding, playing dumb, and rationalized hiding, which collectively constitutes knowledge hiding. Furthermore, the study confirmed that individual creativity served as a mediator in the relationship between knowledge hiding and individual task performance. The implications of this study underscore the importance of addressing knowledge-hiding behavior within organizations and promoting individual creativity as a means to overcome the negative consequences and enhance task performance.
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Theory and practice have proven that tax knowledge can improve tax administration and revenue performance. The objective of this study is to explain the activities employed in combination mode of Socialization, Externalization, Combination, and Internalization (SECI) model to convert explicit knowledge to a more sophisticated, systematic, and complex explicit knowledge in tax administration. Based on face-to-face interview, qualitative data were collected from 20 tax administrators at Federal Inland Revenue Service (FIRS) Abuja, Nigeria. Stratified random sampling technique was used to select the 20 tax administrators among the five groups (domestic taxes, modernization, corporate development, compliance & enforcement), and the three cadres (directorate, managerial & officer) in FIRS. Semi-structured, and open-ended interview questions were used to guide the face-to-face interview. A smart voice recorder was used to record the interview, and NVivo 10 qualitative software employed to analyze the data. Also, data were collected from national tax policy and compendium of tax related laws documents to validate the face-to-face interview data. The interview data were analyzed thematically via NVivo 10 qualitative software. The process of analysis involved identification of themes, coding, and report based on objective of the study, and statements of the participants. Two main themes identified were reformulation and update. In addition, sub-themes associated with reformulation were reports, operation manual, and files. In the same vein, operation manual, and database were connected to update. Finding from data collection revealed reformulation and update of knowledge as combination activities that can convert explicit knowledge to a more sophisticated, systematic, complex, and efficient explicit tax knowledge. This study recommends that tax administration should reformulate, and update its operation manual, reports, files, and database regularly to create efficient explicit tax knowledge in order to improve tax administration and revenue performance.
Article
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Introducción: Las Instituciones de Educación Superior son consideradas como organizaciones que generan conocimiento a través de las investigaciones que realiza su personal académico. Los mecanismos organizacionales, como la estructura organizacional regulan las actividades de los empleados, la cual en la teoría del aprendizaje organizacional se le denomina Estructura Organizacional. Entre las interrogantes ¿qué se requiere para atraer y retener a los profesores investigadores? ¿qué se necesita para incrementar su productividad? Objetivo: demostrar sí existe relación entre algunas de las variables de la estructura organizacional con la productividad científica de los profesores investigadores. Material y método: trabajo realizado en una universidad del sureste mexicano, teniendo como población objetivo a los profesores universitarios que hacen investigación, para lo cual se aplicó un instrumento de 53 ítems en escala de Likert, en 5 puntos, encuestando a 304 profesores, el método empleado fue cuantitativo, no experimental, se utilizó la herramienta estadística de regresión lineal. Resultados: Se encontró que la variable independiente Especialización de la Estructura Organizacional explica en un 46% a la variable dependiente Productividad Científica, y al tener un ANOVA sig. menor a .05, queda demostrada una relación lineal. Aunque la variable Departamentalización tiene una relación lineal con Productividad Científica, varían en sentido negativo -20.9 % Conclusiones: Las variables Jerarquía, Centralización y Formalización tienen valores de sig mayores a .05, por lo que se determinó de que existe evidencia estadística de una relación lineal con la variable dependiente.
Thesis
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Knowledge sharing plays a crucial role for the success of organizations and it becomes challenging for organizations in developing countries to urge employees for sharing knowledge because people hesitate to share their knowledge and feel insecure. There is special need to recognize and introduce significant factors in order to motivate and inspire employee’s behavior to share knowledge in organizational settings. The main purpose of this study is to determine and examine the factors that encourage and enhance knowledge sharing among employees. This study has explained the role and importance of psychological contract and organizational climate in enhancing employee knowledge sharing behavior in organizations in context of Pakistan. Quantitative research has been adopted as a research strategy for this study and survey questionnaire has been used as a data collection tool. Data is collected from 201 teachers of public and private colleges of Islamabad. Data is investigated by descriptive statistics and linear regression through SPSS. Results demonstrate that organizational climate and psychological contract has positive and most significant impact on knowledge sharing behavior. Knowledge sharing behavior is responded more by transactional psychological contract than the relational PC. These findings propose that education sector ought to look into ways of inspiring and boosting psychological contract and organizational climate in order to facilitate knowledge sharing behavior among teachers. This study also concludes that professionals at educational institutes require supportive organizational climate for effective flow of knowledge because when teachers are more integrated with each other, they are more confident and convinced to share their valuable knowledge with each other.
Article
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Salah satu ciri perusahaan besar adalah karena kuatnya brand image pada produk atau jasa yang telah dihasilkan, atau karena deregulasi yang mereka peroleh dari pemerintah (hak monopoli) atau karena telah kuatnya brand image, maka secara tidak langsung mereka menjadi satu-satuya perusahaan yang memperoduksi barang atau jasa bagi masyarakat (konsumen). Kondisi demikian apabila dibiarkan begitu saja, maka akan melahirkan pegawai-pegawai yang tidak market oriented, karena mereka sudah terjebak pada kondisi comfort zone. Di satu sisi, pesaing (competitor) setiap saat selalu memantau dan sama-sama memiliki kekuatan yang cukup besar untuk naik keatas, menggantikan peran dari perusahaan besar tersebut, dengan demikian, ada potensi bagi kedua pihak tersebut untuk berbenturan. Benturan akan menyebabkan retakan. Akibat dari retakan tersebut, muncul kelompok “wait and see” dan kelompok crackers yang “see and do”. Disruption adalah sebuah inovasi. Inilah inovasi yang akan menggantikan seluruh sistem lama dengan cara-cara baru.
Chapter
This chapter focuses on presenting the unique challenges of sustaining the innovation momentum in the organization and discusses how to pave the way for sustainable innovations in organizations. We identify and envisage that when it comes to innovation results, the focus has to be on the four key areas of profitability, sustainability, reputation, and governance. Further, we debate that to be successful, fostering of a sustainable innovation engine is important. This sustainable engine, based on several theoretical underpinnings, is proposed. Creativity—the ability to conceive and implement novel initiatives—becomes crucial for organizations to remain sustainably competitive, however there is a strong need to derive good practices from various theories as discussed in the chapter. In the concluding section, we will focus on discussing the emerging themes for future research and present new research propositions.
Article
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Este estudio pretende describir el capital social en los emprendimientos de la economía popular y solidaria de Manabí. El objetivo es determinar si el capital social genera competitividad en estos negocios de la provincia a través de valores y actitudes como el trabajo en equipo, cordialidad. Se realizó un estudio descriptivo con un enfoque cualitativo, donde se involucra a nueve negocios de la economía popular y solidaria y se concluye la necesidad del capital humano (destrezas, dominio de aprendizaje) para complementar micro empresas de éxito. Para ello, se aplicó la técnica de observación participante y entrevistas a representantes de estos diversos sectores. Palabras Clave: economía popular y solidaria; capital humano; capital social; valores; microempresas.
Article
Knowledge sharing plays a key role in facilitating organizational goals. However, the extensive digitization of employee knowledge can potentially undermine the full realization of the premises for sustainable competitive advantage advanced by the knowledge-based view. As a corollary, it is crucial that the generation and exchange of knowledge remains continuous, but this presents tensions and challenges for management. Thus, the roles of knowledge management interventions and recognition and reward in influencing knowledge-sharing views and behaviors are examined in this paper through the investigation of four propositions. The findings reveal tensions that extend beyond firm borders and shape employee views and behaviors in relation to strategic knowledge management initiatives. In addressing the challenges presented, a framework for enhancing and sustaining knowledge-based success is developed, which contributes to the refinement of the knowledge-based view and strategic HRM aligned with it.
Book
In response to the growing importance acquired by services and knowledge, industrialized countries have increasingly based their economic activity on the tertiary sector. In line with this renewed context, the analysis developed in this book has shed light on the effects that Servitization and Knowledge Management have had on the manufacturing sector. The book also provided an overview of the possible, and different, routes that contemporary manufacturing companies are taking. The volume is intended not only for academics and students, but also for practitioners interested in learning about the manufacturing organizations’ transformations in the current competitive environment.
Article
Presents an ultimate theory of knowledge-based management and organizational knowledge creation based on empirical research and an extensive literature review. It explores knowledge management as a global concept and is relevant to any company that wants to prosper and thrive in the global knowledge economy. © Ikujiro Nonaka, Ryoko Toyama and Toru Hirata 2008. All rights reserved.
Book
Japanese companies have become successful because of their skill and expertise at creating organizational knowledge. Organizational knowledge is not only the creation of new knowledge, but also disseminating it throughout the organization, and embodying it in products, services, and systems. Knowledge is the new competitive resource, and its creation and utilization is a dynamic, interactive process. Knowledge is used as the basic unit of analysis to explain firm behavior; a business creates and processes knowledge. Knowledge may be explicit or tacit; this study treats them as complements that form a dynamic relationship. The individual interacts with the organization through knowledge; knowledge creation occurs at the individual, group, and organizational levels. The forms of knowledge interaction (between tacit and explicit, and between individual and firm) produce four major processes of knowledge conversion: from tacit to explicit, explicit to explicit, explicit to tacit, and tacit to tacit. Japanese companies create new knowledge by converting tacit knowledge to explicit knowledge. The book has three goals: to formalize a generic model of organizational knowledge creation, explain why certain Japanese companies have been continuously successful in innovation, and develop a universal model of company management based on convergence of knowledge practices in Japan and the world. First presents a philosophical exposition of knowledge and its application to managemen, then the core concepts of knowledge creation, with four modes of knowledge conversion. The Matsushita company is used to illustrate the process model of organization knowledge creation. The two traditional styles of management (top-down and bottom-up) are shown not to be effective in fostering the dynamic necessary to create organizational knowledge, and a new organization structure considered most conducive to knowledge creation is proposed. (TNM)
Article
In an era of increasing discontinuity, wise leadership has nearly vanished. Many leaders find it difficult to reinvent their corporations rapidly enough to cope with new technologies, demographic shifts, and consumption trends. They can't develop truly global organizations that operate effortlessly across borders. And they find it tough to ensure that their people adhere to values and ethics. The authors assert that leaders must acquire practical wisdom, or what Aristotle called phronesis: experiential knowledge that enables people to make ethically sound judgments. Wise leaders demonstrate six abilities: (i) They make decisions on the basis of what is good for the organization and for society. (2) They quickly grasp the essence of a situation and fathom the nature and meaning of people, things, and events. (3) They provide contexts in which executives and employees can interact to create new meaning. (4) They employ metaphors and stories to convert their experience into tacit knowledge that others can use. (5) They exert political power to bring people together and spur them to act. (6) They use apprenticeship and mentoring to cultivate practical wisdom in orders.
(forthcoming): Knowledge-Based Strategy The Palgrave Encyclopedia of Strategic Management
  • I Nonaka
  • H Takeuchi
  • D Teece
  • M Augier
Nonaka, I.; Takeuchi, H. (forthcoming): Knowledge-Based Strategy. Teece, D. and Augier, M., The Palgrave Encyclopedia of Strategic Management. Basingstoke: Palgrave MacMillan.
  • G W F Hegel
Hegel, G.W.F. (1969): In Miller, A.V. trans. Science of Logic. Amherst, NY: Humanity Books.
Extreme Toyota: Radical Contradictions that Drive Success at the World's Best Manufacturer
  • E Osono
  • N Shimizu
  • H Takeuchi
Osono, E.; Shimizu, N.; Takeuchi, H. (2008): Extreme Toyota: Radical Contradictions that Drive Success at the World's Best Manufacturer. Hoboken, NJ: John Wiley & Sons.
  • G W F Hegel
  • H Takeuchi
Hegel, G.W.F. (1969): In Miller, A.V. trans. Science of Logic. Amherst, NY: Humanity Books. Nonaka, I.; Takeuchi, H. (1995): The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York, NY: Oxford University Press.
The Palgrave Encyclopedia of Strategic Management
  • I Nonaka
  • H Takeuchi
  • D Teece
  • M Augier
Nonaka, I.; Takeuchi, H. (forthcoming): Knowledge-Based Strategy. Teece, D. and Augier, M., The Palgrave Encyclopedia of Strategic Management. Basingstoke: Palgrave MacMillan.
Foreword: From the Management of R&D to Knowledge Management
  • D Teece
  • I Nonaka
  • R Toyama
  • T Hirata
Teece, D. (2008): 'Foreword: From the Management of R&D to Knowledge Management', in Nonaka, I., Toyama, R. and Hirata, T. Managing Flow: A Process Theory of the Knowledgebased Firm. Basingstoke: Palgrave MacMillan.