Making knowledge the basis of a dynamic theory of the firm

Spender, J.‐C.

doi:10.1002/smj.4250171106

Cited by 3,087 publications

(2,294 citation statements)

References 53 publications

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“…The distinction between tangible and intangible was first investigated in depth by Amit and Schoemaker (1993), who divided resources generally into resources (goods that are tradable and available to many firms) and capabilities, which are more specific to a particular firm. This latter division has become the tentative basis of the knowledge-based view (KBV) of the firm; its supporters (e.g., Spender, 1996) believe, probably correctly, that knowledge-base(s) and the capability of utilising suchlike within an organisation will affect overall organisational performance.…”

Section: Introductionmentioning

confidence: 99%

Modelling the value of external networks for knowledge realisation, innovation, organisational development and efficiency in SMEs

Mellor

2015

IJKBD

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A 3D folded pseudo-Markov net is presented that illustrates a knowledge-based theory of the growth of SMEs via their knowledge assets. Modelling using Markov chain Monte Carlo methods (i.e., shooting virtual balls down the fold and plotting their final scatter distribution) has indicated significant financial gains if 50% individuals in management were 'innovators' but those results did not account for external networks of the managers involved. Results show for improved performance, the possession of relevant networks to realise 'just-in-time' knowledge from external sources appears approximately as important as internal innovation. With open internal information gatekeeping, the ratio of innovators in management can be as low as 1:6. It is known that start-ups with a large proportion of innovators are likely to perform better than those where innovators are added later on, but these results indicate that the difference can be evened out if latecomers can access external 'just-in-time knowledge'.

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Section: Introductionmentioning

confidence: 99%

Modelling the value of external networks for knowledge realisation, innovation, organisational development and efficiency in SMEs

Mellor

2015

IJKBD

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“…Numerous suggestions have been made as to how the efficiency of the boards could be improved, but only a few of these suggestions have taken into account what is today common understanding in the strategic management literature, namely that the key task of firm governance is to generate, accumulate, transfer and protect valuable knowledge and capability (e.g. Penrose 1959;Rumelt 1984;Teece et al 1977;Kogut & Zander 1996;Spender 1996). In particular, agency theory, as the main approach in the corporate governance discussion, has disregarded knowledge work aspects.…”

Section: Introductionmentioning

confidence: 99%

“…As has been widely discussed in the knowledge based theory of the firm (e.g. Grant 1996;Kogut & Zander 1996;Nonaka & Takeuchi 1995;Spender 1996), sustainable, hard to imitate competitive advantages need firm-specific investments in knowledge capital. In contrast to physical work, knowledge work cannot be contracted ex ante when the parties enter a relationship.…”

Section: Introductionmentioning

confidence: 99%

Shareholders Should Welcome Employees as Directors

Osterloh

Frey

2005

SSRN Journal

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The most influential theory of corporate governance, principal agency theory, does not take into consideration that the key task of modern corporations is to generate and transfer firm-specific knowledge. It proposes that, in order to overcome the widespread corporate scandals, the interests of top management and directors should be increasingly aligned to shareholder interests by making the board more responsible to shareholders, and strengthening the monitoring of top management by independent outside directors. Corporate governance reform needs to go in another direction altogether. Firm-specific knowledge investments are, like financial investments, not ex ante contractible, leaving investors open to exploitation by shareholders. Employees therefore refuse to make firm-specific investments. To gain a sustainable competitive advantage, there must be an incentive to undertake such firm-specific investments. Three proposals are advanced to deal with this conflict: (1) The board should rely more on insiders. (2) The insiders should be elected by those employees of the firm making firm-specific knowledge investments.(3) The board should be chaired by a neutral person. These proposals have major advantages: they provide incentives for knowledge investors; they countervail the dominance of executives; they encourage intrinsic work motivation and loyalty to the firm by strengthening distributive and procedural justice, and they ensure diversity on the board while lowering transaction costs. These proposals for reforming the board may help to overcome the crisis corporate governance is in. At the same time, they connect agency theory with the knowledge-based theory of the firm.(243 words)

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“…Como conseqüência, encontra-se na literatura a noção de que as pessoas podem constituir um enorme potencial na organização, pois são capazes de gerar conhecimento, inovação e novos insights, que dão origem aos mais diversificados arranjos de recursos (Spender, 1996). Wright, Dunford e Snell (2001) acrescentam que, ao adotar a Teoria dos Recursos da Firma para a gestão de pessoas, a abordagem estratégica de Recursos Humanos, que ganha destaque a partir dos anos 80, pressupõe, necessariamente que (i) uma determinada estratégia demanda um conjunto especial de comportamentos e atitudes dos empregados; e que (ii) certas políticas produzem um único conjunto de respostas dos empregados.…”

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A qualidade de vida no trabalho dos professores de inglês: aplicação dos modelos de análise biopsicossocial e de competência do bem-estar organizacional

Kanikadan¹

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Making knowledge the basis of a dynamic theory of the firm

Abstract: / <' -----\'-----------

Cited by 3,087 publications

References 53 publications

Modelling the value of external networks for knowledge realisation, innovation, organisational development and efficiency in SMEs

Modelling the value of external networks for knowledge realisation, innovation, organisational development and efficiency in SMEs

Shareholders Should Welcome Employees as Directors

A qualidade de vida no trabalho dos professores de inglês: aplicação dos modelos de análise biopsicossocial e de competência do bem-estar organizacional

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