In this work, we examine and integrate the research streams on learning behaviours of both local firms and foreign entrants in emerging markets. We propose that local firms and foreign entrants differ in the types of learning pursued and in the learning processes used. While emerging market firms engage in a significant amount of exploratory learning, they also attempt to exploit the newly gained knowledge in their current markets. Furthermore, foreign entrants engage in exploitative learning as expected but also must participate in exploratory learning to acquire knowledge of culture, institutional norms, and important social relationships. While much of the learning occurs through cooperative processes with both partners, they also each engage in experiential learning. We argue that emerging markets also differ; firms in the more mature emerging markets seek different types of learning and the learning processes used vary compared to those in less mature emerging markets. Our research suggests that emerging markets represent learning laboratories and provide a base to catalyse future research.

PurposeThe purpose of this paper is to provide a conceptual overview of the relationship between knowledge management, supply chain technology investments, and overall firm performance. Additionally, a historical review of supply chain development is offered along with a comprehensive list of supply chain measures currently in use and a discussion of how those measures align within the overall firm strategy.Design/methodology/approachBuilding on knowledge management theory, the paper argues herein that the transitory nature of firm‐level differentiation and the ease with which competitors gain access to each others' business strategies demand that firms stay flexible. It is also argued that translating firm knowledge resources into useable knowledge management capabilities may enable firms to enhance their likelihood of competitive advantage.FindingsMany leading firms drive towards new advantages through supply chain information capturing investments. By capturing data and mining that information, firms are better equipped to identify impending changes in the environment and to adjust their strategies accordingly.Practical implicationsFirms that have a developed sense of competiveness are more likely to capture and utilize the increased datum provided by IT investments and more likely to implement that knowledge in a way that leads to operational improvements. As firms pursue global markets, supply chain complexity grows exponentially. Firms will need to respond and operations managers will need to find ways to empirically measure their performance to find improvements. Every investment in supply technology should be driven by an understanding of the inextricably inter‐connectedness of knowledge management capabilities and the firm's ability to effectively implement its corporate strategies. By emphasizing the inter‐connection between knowledge management and supply chain technology investments, firms improve their potential for developing a competitive advantage.Originality/valueThis paper provides a unique conceptual framework intended to aid researchers and managers develop a more thorough understanding of the linkages between knowledge management capabilities, supply chain technology investments, and overall firm performance.

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Purpose – The purpose of this study is to explore the investment of supply chain technology-to-performance path relationship through the lens of the resource-based view (RBV) as illuminated by the organizational learning literature. Design/methodology/approach – This study surveyed top-level managers who are registered members of the Council of Supply Chain Management Professionals. Findings – Using factor analysis and OLS regression on 300+ supply chain professionals, this study confirms that investments in both enterprise- and radio frequency identification (RFID)-specific knowledge management (KM) tools yield substantial benefits to the firm’s knowledge management system (KMS) which is the dependent path to higher supply chain performance. Research limitations/implications – This sample was taken with supply chain professionals who are more likely to value supply chain investments as part of their responsibility. Practical implications – The authors believe that the empirical study on supply chain investment from a resource-based perspective will contribute to the ongoing RBV theoretical discussions while providing insights for practitioners in the realm of supply chain investment. Originality/value – Every investment in supply technology should be driven by an understanding of the inextricably inter-connectedness of knowledge management capabilities and the firm’s ability to effectively implement its corporate strategies. By emphasizing the inter-connection between knowledge management and supply chain technology investments, firms improve their potential for developing a competitive advantage.

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