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Purpose-The aim of this paper is to examine the moderating role of information communication technology (ICT) competencies in enhancing knowledge transfer and mitigating the effects of two key knowledge barriers, namely knowledge stickiness and knowledge ambiguity, thereby increasing the firm's innovation competitive advantage. Design/methodology/approach-The study is carried out in the context of the healthcare industry in Taiwan. A total of 160 questionnaires were distributed to hospitals and 112 usable responses were received, representing a response rate of 70 percent. Hierarchical regression analysis was used to analyze the data. Findings-The results show that ICT competencies do enhance knowledge transfer inside hospitals. Although knowledge stickiness and knowledge ambiguity have negative effects on knowledge transfer, the negative effects can be moderated by ICT competencies (defined in terms of competencies in computer-assisted instruction, interactive videoconferencing, and hand-held technology). Practical implications-Among the three ICT competencies, computer-assisted instruction and hand-held technology have the largest and smallest effects on the relationship between knowledge barriers and knowledge transfer. The results also allow decision makers for forward-looking allocation of ICT competencies. Originality/value-The study presents a valid model that comprises the antecedents, moderators (three specific types of ICT competencies), and consequences of knowledge transfer for innovation competitive advantage of healthcare organizations.

Multinational corporations (MNCs) use their overseas subsidiaries to access tacit knowledge about host countries. It is generally assumed that subsidiary tacit knowledge contributes directly to greater product innovativeness; however, little empirical evidence supports this assumption. In this research, the authors propose a negative direct relationship between subsidiary tacit-knowledge level and MNCs' product innovation ability. The authors then examine the role of social cognitive capability as an attenuator of this negative relationship between subsidiary tacit-knowledge level and MNCs' product innovation ability. The results reveal that each of the MNCs' social cognitive capability components (i.e., task efficacy, organic structure, and affective trust) independently weakens this negative relationship. Moreover, combining social cognitive capabilities exerts synergetic influences to further excavate the effect of tacit knowledge.