Building knowledge: developing a knowledge‐based dynamic capabilities typology

Denford, James S.

doi:10.1108/13673271311315150

Cited by 144 publications

(175 citation statements)

References 121 publications

(192 reference statements)

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“…The interplay between these two capabilities and innovation performance is the central point on which the exploratory model is built. The differentiation between the two knowledge accumulation capabilities is based on the nature of the sources of knowledge-internal or external to the firm-used to generate new knowledge (Denford, 2013;Zott, 2003).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?

Forés

Camisón

2016

Journal of Business Research

378

261

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Acknowledgement: The authors gratefully acknowledge financial support from the National Plan for R&D of Spanish Ministry of Economy and Competitiveness (ref. ECO2009-12522). HIGHLIGHTSØ Incremental innovation performance is positively affected by internal knowledge creation capability and absorptive capability.Ø Absorptive capability affects radical innovation performance positively.Ø Size has a direct positive effect on incremental innovation performance.Ø Size has a direct positive effect on internal knowledge creation capability. HOW DOES ORGANIZATIONAL SIZE IMPACT ON KNOWLEDGE ACCUMULATION CAPABILITIES AND INCREMENTAL VERSUS RADICAL INNOVATION PERFORMANCE?ABSTRACT While prior studies recognise the importance of knowledge accumulation capabilities in innovation performance, current research has still failed to empirically identify its role with regard to different types of innovation performance. The objective of this paper is to address this knowledge gap and to explore the relationships between internal knowledge creation and absorptive capabilities, and radical and incremental innovation performance. The study also contributes to analyzing the complex effect that organizational size has in the whole innovation process, influencing its antecedents (internal knowledge creation capability and absorptive capability) as well as its outputs (incremental and radical innovation performance), as the literature has produced inconsistent results and the issue is subject to continuing debate. This study demonstrates that incremental innovation performance is positively affected by both knowledge accumulation capabilities and size. However, results show that only absorptive capability has a positive direct effect on radical innovation performance, whereas size has a negative non-significant effect on it. The effect of size on knowledge accumulation capabilities also turns out to be mixed. It appears to increase internal knowledge creation capability, but it does not affect the absorption of new external knowledge, and thus does not help to develop radical innovations.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?

Forés

Camisón

2016

Journal of Business Research

378

261

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“…A firm may choose to maintain internal knowledge if the firm is very competitive and at strong position in the industry which that knowledge is sufficient [15]. Explorative and exploitative learning are a complementary concept for optimizing resources and turns the essential processes efficient and effective [16].…”

Section: Introductionmentioning

confidence: 99%

“…Exploring customer's experience (CK) and exploiting firm internal knowledge (FIK) gathered from each phase of new PS development are crucial to integrate product functionality and its related services into one solution may have opportunities to succeed [14]. A firm may choose to maintain internal knowledge if the firm is very competitive and at strong position in the industry which that knowledge is sufficient [15]. Explorative and exploitative learning are a complementary concept for optimizing resources and turns the essential processes efficient and effective [16].…”

Section: Introductionmentioning

confidence: 99%

Knowledge Creation in an Integrated Product-Service

Yusoff¹,

Azizan²

2015

IJKE

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Abstract-The paper is about the investigation of how new knowledge is created when customer knowledge captured during the use-phase and retirement stage, and firm internal knowledge in an integrated product-service development cycle. Customer knowledge is integrated with firm-internal knowledge and converted into new ideas or solutions through knowledge conversion process, as such enhance the customer value proposition in terms of product and service performance. The main contributions to the literature are threefold. First, we provide how customer knowledge captured from other product life cycle and firm-owned knowledge towards affect new knowledge creation in developing an integrated product-service design. Second, we provide evidence new knowledge creation in an integrated product-service design is crucial in enhancing customer value proposition in terms of product and service performance. Third, we offer knowledge creation process in an integrated product-service design as an important determinant for product-service performance. IndexTerms-Product-service, knowledge creation, product-service performance, SECI. I. INTRODUCTIONIn functional economy, functional sales is addressed rather than the physical product [1], which getting much attention, particularly in developed countries [2]. The terms such as Product-Service (PS), product-related services or full-services are interchangeably used to designate the integrated of PS offerings [3] for selling functions. Functionality describes the ability of integrated PS [4] to provide the ability, usability, or purpose of it, rather than the physical artifact.PS firms move from traditional selling artifact manufactured to combination of services and products to enhance customer loyalty by having long-term business relationship with customers [5] and offer sustainable solutions [6]. Subsequently, PS enhance existing customer value [7] generate more profit [8] and reduce environmental effect [9]. Flexibility becomes crucial issue as any specific product can be combined with services to meet customer requirement through distinct operational processes [10], [11]. Customer's experience are explored to improve existing firm core product concept and manufacturing capabilities [12], reduce the needs for service throughout the product usage phase. Hence, PS focus on lengthening the durability of a PS which reduce material/resource usage but at the same time retain the quality [13]. Exploring customer's experience (CK) and exploiting firm internal knowledge (FIK) gathered from each phase of new PS development are crucial to integrate product Manuscript received May 4, 2015; revised August 25, 2015. The authors are with the University Malaysia Pahang, Malaysia (e-mail: anisyus@yahoo.com).functionality and its related services into one solution may have opportunities to succeed [14]. A firm may choose to maintain internal knowledge if the firm is very competitive and at strong position in the industry which that knowledge is sufficient [15]. Explorative and exploitative learnin...

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“…According to the model, the resource base of a company is motivated by the strategy. This resource base can be integrated or coordinated reconfigured to deal with changes in the environment through a learning process (DENFORD, 2013) and taking into account the path dependence.…”

Section: The Proposed Analytical Frameworkmentioning

confidence: 99%

“…Denford (2013) focuses on the capability of constantly learning and using what is being learned as knowledge to maintain some sort of competitive advantage.…”

Section: The Proposed Analytical Frameworkmentioning

confidence: 99%

An Analytical Framework for Miles and Snow Typology and Dynamic Capabilities

Martins¹,

Kato²,

Martins³

et al. 2014

RIAE

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RESUMOUma consideração expandida é necessária para explicar como a vantagem competitiva é conquistada e mantida. A literatura sobre as capacidades dinâmicas é confusa, cheia de definições sobrepostas e contradições. A importância teórica e prática de desenvolver e aplicar capacidades dinâmicas para sustentar a vantagem competitiva em um ambiente externo complexo é fundamental nos estudos estratégicos atuais. Neste trabalho, oferecemos uma definição de capacidades dinâmicas sob dois aspectos: primeiro, o caráter de mudança do ambiente e, segundo, esta definição enfatiza o papel chave da gestão estratégica em adaptar apropriadamente, integrando e reconfigurando as habilidades organizacionais internas e externas, recursos e competências funcionais para mudar o ambiente. Este estudo visa esclarecer o conceito de capacidades dinâmicas, propor um quadro analítico que conecta este "novo" conceito a um bem conhecido e reconhecido modelo estratégico genérico (Miles e Snow, 1978) e ao conceito de vantagem competitiva sustentável evolutiva. AN ANALYTICAL FRAMEWORK FOR MILES AND SNOW TYPOLOGY AND DYNAMIC CAPABILITIES ABSTRACTAn expanded consideration is needed to explain how competitive advantage is gained and held. The literature on dynamic capabilities is confusing, full of overlapping definitions, and contradictions. The theoretical and practical importance of developing and applying dynamic capabilities to sustain competitive advantage in complex external environment is central in strategy studies nowadays. In this paper, we offer a definition of dynamic capabilities under two aspects: first, it refers to the shifting character of the environment; second, it emphasizes the key role of strategic management in appropriately adapting, integrating, and re-configuring internal and external organizational skills, resources, and functional competences toward changing environment. This paper aims to clarify the concept of dynamic capabilities, propose an analytical framework that connects this "new" concept to a well known and recognized generic strategic model (Miles and Snow, 1978) and to the concept of sustainable competitive advantage and evolutionary fit. UN MARCO ANALÍTICO PARA CAPACIDADES DINÁMICAS Y TIPO DE MILES Y SNOW RESUMENEs necesario un examen ampliado para explicar cómo se logra y se mantiene la ventaja competitiva. La literatura sobre las capacidades dinámicas es confuso, lleno de contradicciones y las definiciones que se superponen. La importancia teórica y práctica del desarrollo y aplicación de las capacidades dinámicas para mantener una ventaja competitiva en un entorno externo complejo es crítica en los estudios estratégicos actuales. En este trabajo, ofrecemos una definición de las capacidades dinámicas en dos aspectos: en primer lugar, la naturaleza del cambio y el medio ambiente, de acuerdo con esta definición hace hincapié en el papel clave de la gestión estratégica en forma adecuada la adaptación, la integración y la reconfiguración de las habilidades organizativas internas y externas, los recursos y ...

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Building knowledge: developing a knowledge‐based dynamic capabilities typology

Cited by 144 publications

References 121 publications

Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?

Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?

Knowledge Creation in an Integrated Product-Service

An Analytical Framework for Miles and Snow Typology and Dynamic Capabilities

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