Linkage between dynamics capability and knowledge management factors

Abstract

Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

The effects of organization context on knowledge exploration and exploitation

“…Considering that contextual factors are developed differently by organizations and that its impact the ability to knowledge exploration and exploitation, the innovative capacity will also be affected by the development of these factors (Gonzalez & Melo, 2017;Patterson & Ambrosini, 2015;Chen et al, 2010;Torugsa et al, 2016). In this sense, the main objective of this study is to analyze how five factors of the organizational context (Human Resource Management, Supportive Leadership, Learning Culture, Autonomy and Information Technology system) are related to the processes of innovation from knowledge exploration and exploitation in automotive industry.…”

Dynamic Capability: an analysis in multi-unit service providers

“…Data were analyzed using partial least squares (PLS) regression. PLS is a data analysis technique of structural equation modeling (SEM) widely used in studies on management, including several studies based on organizational knowledge, dynamic capability, and KM (Gonzalez & Melo, 2018;Gonzalez & Melo, 2017).…”

“…Unlike operational capabilities, which act on the firm's resources to produce specific results using predefined routines (Denford, 2013), dynamic capabilities act on the change and reconfiguration of operational capabilities (Teece et al, 2016;Gonzalez & Melo, 2017). Teece et al (1997) used the term 'dynamic capability' to refer to the firm's ability to renew its competences over time to address changes in the business environment through integration, reconstruction and reconfiguration of functional skills, resources and competences, including them into strategic changes.…”

“…-Knowledge generation capability: according to Grant (1996), organizations are knowledge repositories and, as such, they need to create new knowledge. Knowledge generation refers to a firm' ability to develop and refine activities and processes that promote the creation and generation of new knowledge (Zheng et al, 2011;Gonzalez & Melo, 2017). The creation of new knowledge is a process that takes place internally in the firm through research and development activities and cooperative alliances between companies with common objectives (Denford, 2013).…”

“…The characteristics of teamwork favor the development of dynamic capabilities (Wilden & Gudergan, 2017;Gonzalez & Melo, 2017). Based on the definition of teamwork, aspects such as autonomy and sharing of purpose (Gonzalez, 2017), shared social context (Lee et al, 2015) and sharing of competences that favor knowledge creation and use.…”