Purpose – The purpose of this article is to analyze the implications for competitive advantage deriving from strategic knowledge and knowledge transfer process. Design/methodology/approach – One major issue in a knowledge‐based (KBV) view consists of delimiting the source of competitive...

Purpose – After identifying two kinds of internal knowledge transfer strategies, the purpose of this paper is to examine their effectiveness and whether they induce knowledge spillovers among firms. Design/methodology/approach – This study collected data in China and 219 questionnaires were...

Purpose This paper aims to examine the views of the global knowledge management (KM) community on the research area of KM and business performance and identify key future research themes. Design/methodology/approach An interview study spanning 222 informants in 38 countries was launched to...

With the advent of knowledge management, intellectual capital is gaining increasing recognition as the only true strategic asset. This has led to a proliferation of organizational knowledge management systems (OKMS), for managing intellectual capital. This article addresses the question: “Are...

Consulting firms cite knowledge management as a core capability for achieving competitive advantage. Consistent with this claim has been their increasing investment in systems that seek to formalize knowledge management and allow firms to leverage the knowledge held within the firm. However,...

As companies start to engage with the knowledge economy, they have to shift their mindsets to understanding knowledge management more holistically and, more importantly, understand the role of knowledge management as it pertains to sustainable competitive advantage. It requires companies to...

Organizations operate in all areas through people and it is their contribution which determines success and it is their skills and knowledge which need to be cultivated and then leveraged to create competitive advantage. Sustainability of this competitive advantage comes from the development of...

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 manner in which a business strategy was formulated ten or even as little as five years ago, no longer applies. This phenomenon can to a great extent be attributed to a shift in the strategic importance of information and knowledge. The aim of this paper is to supply strategic thinkers with a...

In today’s hyper‐competitive environments, generation and dissipation of knowledge can no longer be understood from within the boundaries of formal organizational mechanisms. Previously, researchers have studied knowledge management based on formal mechanisms; however, few have examined the...