Purpose -The purpose of this paper is to synthesize existing knowledge-based dynamic capabilities research into a single typology for managerial and academic use. Design/methodology/approach -Based on the resource-based and knowledge-based views, this study conducts a theoretically grounded typology development exercise based on an extensive review of the existing dynamic capabilities literature.Findings -The paper identifies seven frameworks presented in the literature that showed some consistency in underlying concepts but conflict in nomenclature and application. Identifying over 80 uses of knowledge-based dynamic capabilities in the literature review, three complementary dimensions that are common amongst the frameworks are identified and integrated into a consistent typology of eight knowledge-based dynamic capabilities to encompass the extant literature.Originality/value -Addressing fragmentation in the knowledge-based dynamic capabilities discourse, the paper advances the concept of knowledge-based dynamic capabilities by organizing the existing literature and frameworks into a comprehensive and consistent typology. Moreover, this integrative typology allows managers and researchers to identify those capabilities in use and the commonalities between them. Finally, the paper identifies a new knowledge-based dynamic capability that has not yet been identified in any existing framework.

Background Unhealthy behaviors, such as physical inactivity, sedentary lifestyle, and unhealthful eating, remain highly prevalent, posing formidable challenges in efforts to improve cardiovascular health. While traditional interventions to promote healthy lifestyles are both costly and effective, wearable trackers, especially Fitbit devices, can provide a low-cost alternative that may effectively help large numbers of individuals become more physically fit and thereby maintain a good health status. Objective The objectives of this meta-analysis are (1) to assess the effectiveness of interventions that incorporate a Fitbit device for healthy lifestyle outcomes (eg, steps, moderate-to-vigorous physical activity, and weight) and (2) to identify which additional intervention components or study characteristics are the most effective at improving healthy lifestyle outcomes. Methods A systematic review was conducted, searching the following databases from 2007 to 2019: MEDLINE, EMBASE, CINAHL, and CENTRAL (Cochrane). Studies were included if (1) they were randomized controlled trials, (2) the intervention involved the use of a Fitbit device, and (3) the reported outcomes were related to healthy lifestyles. The main outcome measures were related to physical activity, sedentary behavior, and weight. All the studies were assessed for risk of bias using Cochrane criteria. A random-effects meta-analysis was conducted to estimate the treatment effect of interventions that included a Fitbit device compared with a control group. We also conducted subgroup analysis and fuzzy-set qualitative comparative analysis (fsQCA) to further disentangle the effects of intervention components. Results Our final sample comprised 41 articles reporting the results of 37 studies. For Fitbit-based interventions, we found a statistically significant increase in daily step count (mean difference [MD] 950.54, 95% CI 475.89-1425.18; P<.001) and moderate-to-vigorous physical activity (MD 6.16, 95% CI 2.80-9.51; P<.001), a significant decrease in weight (MD −1.48, 95% CI −2.81 to −0.14; P=.03), and a nonsignificant decrease in objectively assessed and self-reported sedentary behavior (MD −10.62, 95% CI −35.50 to 14.27; P=.40 and standardized MD −0.11, 95% CI −0.48 to 0.26; P=.56, respectively). In general, the included studies were at low risk for bias, except for performance bias. Subgroup analysis and fsQCA demonstrated that, in addition to the effects of the Fitbit devices, setting activity goals was the most important intervention component. Conclusions The use of Fitbit devices in interventions has the potential to promote healthy lifestyles in terms of physical activity and weight. Fitbit devices may be useful to health professionals for patient monitoring and support. Trial Registration PROSPERO International Prospective Register of Systematic Reviews CRD42019145450; https://www.crd.york.ac.uk/prospero/display_record.php?ID=CRD42019145450

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Studying knowledge strategy empirically requires that specific strategies be operationalized. In this paper, two existing knowledge strategy typologies (the Bierly & Chakrabarti typology of Loners, Explorers, Exploiters and Innovators and the von Krogh, Nonaka & Aben typology of Leveraging, Expanding, Appropriating, and Probing) are compared and mapped onto knowledge strategy dimensions, generating a set of eight ideal knowledge strategy profiles. These profiles are then applied to eight case studies, to develop a better understanding of knowledge strategies by investigating how the two typologies are related. Results suggest that a hierarchy exists between the two knowledge strategy typologies: the Bierly & Chakrabarti typology operates at the grand strategy level, while the von Krogh et al. typology works at the operational strategy level. Findings also suggest that consistent portfolios of operational knowledge strategies can support an organization's grand knowledge strategy.

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In this study, we investigated strategies that small and medium-sized enterprises (SMEs) in Canada employ to create, transfer, and apply knowledge, and we evaluated the importance of supporting dynamic knowledge capabilities and information systems. To examine the empirical support for a model based on the resource-based view of the firm, we conducted a survey of SMEs operating in knowledge-intensive industries. We tested relationships among knowledge strategy, information systems strategy, dynamic knowledge capabilities, and firm performance. SME performance was measured by their physical and financial capital, as well as four intangible types of capital: structural, human, innovation, and relational. We observed that dynamic knowledge capabilities only partially mediate the link between knowledge strategy and performance in SMEs. However, dynamic knowledge capabilities fully mediate the link between information systems (IS) strategy and performance in the small and medium-sized firms studied. We observed that information systems only indirectly influence firm performance, but they directly support the knowledge and innovation capital of SMEs. Further, our results indicated that, in SMEs, knowledge strategies directly influence IS strategies, and that alignment between knowledge strategies and IS strategies positively impacts dynamic knowledge capabilities, and hence firm performance.

Small firms facing today’s turbulent business environment often fail early in their life if they do not develop the necessary capabilities to survive. The main goal of this study is to investigate how IT and knowledge co-evolve, influencing a firm’s agility, within the context of micro and small enterprises (MSEs). Applying the resource-based view of the firm and dynamic capabilities, a multiple case study of eight firms was used to explore links among business, IT and knowledge strategies, resources, and capabilities. Links among IT and knowledge capabilities and firm agility were also explored. The results demonstrate that an MSE’s business strategy shapes, and is also shaped by, the firm’s IT and knowledge strategies; and that both IT and knowledge capabilities shape, and are shaped by, the firm’s agility, coevolving with it. By highlighting the important antecedents of small firm agility and presenting crucial links among agility, IT capabilities, and knowledge capabilities in MSEs, we encourage practitioners to think carefully about their IT and knowledge strategies and to rethink their use of firm resources and capabilities to develop agility in the face of environmental uncertainty and change.

Within the domain of Information Technology Governance (ITG), the study of Chief Information Officer (CIO) relationships has historically focused on the Chief Executive Officer (CEO) and the Top Management Team (TMT). Within knowledge-intensive, publicly funded, and not-for-profit organizations, the specific relationship between the CIO and the Chief Financial Officer (CFO) is a critical pairing, which impacts both individual effectiveness and strategic alignment. Findings from multiple case studies suggest that while the CIO and CFO pair are similar to other TMT relationships in many ways, their perceptions of the other's strategic role within the organization is a key differentiator that can lead to effective or adversarial relationships with individual and firm-level outcomes. The research model in this paper suggests that when the relationship is positive, both individual role effectiveness and strategic alignment improve.