2005
DOI: 10.1108/14601060510610199
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Knowledge‐processing capabilities and innovative performance: an empirical study

Abstract: PurposeKnowledge‐based assets and organizational learning capabilities are recognized to be critical for firm's innovation activities. The process of creating new knowledge requires acquiring useful data and information, and utilizing it effectively in its internal innovation activities. To manage external knowledge, firms need absorptive capacity. The purpose of this study is to present the concept of the firm's absorptive capacity as a multidimensional, dynamic construct consisting of capabilities for organi… Show more

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Cited by 291 publications
(250 citation statements)
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References 39 publications
(48 reference statements)
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“…In the era of the knowledge economy, organizations which are innovative performers need to manage effectively both the knowledge that is already stored in various organizational repositories and new knowledge that is externally derived (Jantunen, 2005). Such efforts can maximize organizational performance by improving productivity and overall efficiency of operations (Nonaka and Takeuchi, 1995).…”
Section: Introductionmentioning
confidence: 99%
“…In the era of the knowledge economy, organizations which are innovative performers need to manage effectively both the knowledge that is already stored in various organizational repositories and new knowledge that is externally derived (Jantunen, 2005). Such efforts can maximize organizational performance by improving productivity and overall efficiency of operations (Nonaka and Takeuchi, 1995).…”
Section: Introductionmentioning
confidence: 99%
“…Those firms that create and sustain competitive advantage are the only ones that survive (Zott, 2003;Wilden et al, 2013). The Resource-Based-View (RBV) theory posits that firms in the same industry perform differently owing to different stocks of resources they hold, their level of information (Barney, 2005) on these resources and the extent to which they control and deploy capabilities (Jantunen, 2005;Halawi et al, 2006) to harness the same. Firms are expected to have a contingent creative search in the form of dynamic capabilities or routines, which they apply to achieve enhanced resource configurations so as to remain relevant even as markets emerge, collide, split, evolve, or die (Eisenhardt and Martin, 2000;Winter, 2003).…”
Section: Introductionmentioning
confidence: 99%
“…Jantunen (2005) states that incorporating market knowledge inside an organization is a strategic asset, which helps the firm maintain its competitive ability. He notes that knowledge is a critical advantage that leads to a firm's innovation activities (Cadwallader et al, 2010;Jantunen, 2005). In our recent study, we focus on the knowledge acquired from social media channels, which is widespread and growing, and encompasses all types of information on customers, suppliers, market volatility, legal, and anything beyond and above discussion forums, social networks, rating sites, blogs, crowdfunding sites, among others.…”
Section: Brand Innovation On Social Mediamentioning
confidence: 99%