The central role of knowledge integration capability in service innovation-based competitive strategy

Salunke, Sandeep; Weerawardena, Jay; McColl‐Kennedy, Janet R.

doi:10.1016/j.indmarman.2018.07.004

Cited by 186 publications

(192 citation statements)

References 121 publications

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“…The key to achieve competitive advantages, is the ability to learn (Sinkula et al, 1997), the LO involves individuals throughout the organization to create and use knowledge to achieve a competitive advantage (Calantone et al, 2002). Salunke et al (2019) demonstrates the importance of strategic knowledge learning to have the competitive advantage; a high LO can provide competitive advantages for the survival and growth of the organization. According to several authors, competitiveness is subject to opportunities exploited in the market, team members must be motivated to learn, develop and share their skills, as well as their learning habits with others (Von Krogh et al, 2012).…”

Section: The Relationship Of Learning Orientation With Smes' Competitmentioning

confidence: 99%

Dimensions of Learning Orientation and Its Impact on Organizational Performance and Competitiveness in Smes

Martínez

Serna

Montoya

2020

Journal of Business Economics and Management

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There is evidence that indicate a positive relationship of learning orientation (LO) with organizational performance in SMEs of emerging economies. However, there are only few studies that investigate how each one of the dimensions of learning orientation (LO) contributes to variables of results such as competitiveness and organizational performance. The purpose of this study is to analyze the direct effects of each dimension of the construct (LO) with organizational performance and competitiveness, from a quantitative cross-sectional study implemented in 400 SMEs of Aguascalientes city, Mexico using SEM technique. The findings reveal that there is a direct and significant relationship between commitment to learning and shared vision with competitiveness; open-mindedness turned out to have a non-significant positive relationship with competitiveness. While the relationship of open-mindedness and commitment to learning have a positive and significant influence on organizational performance, not so shared vision that has a negative and significant influence on organizational performance. The originality of this paper, is that there is limited contributions of the relationship of LO with each dimension of competitiveness, and performance in SMEs worldwide. Among the implications found it is that the existing evidence may result different in other economies and large businesses.

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Section: The Relationship Of Learning Orientation With Smes' Competitmentioning

confidence: 99%

Dimensions of Learning Orientation and Its Impact on Organizational Performance and Competitiveness in Smes

Martínez

Serna

Montoya

2020

Journal of Business Economics and Management

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“…Moreover, strategic capabilities enhance the expansion of knowledge, information, and resources that lead organisations to explore market opportunities (Xinwei et al, 2018). Besides, they enable us to improve organisation's ability of exploitation these opportunities by adopting the exploitative innovation strategy that ensures the full utilisation of organisation potential (Guo, 2019;Salunke et al, 2019). Hence, the first hypothesis describes this relation as follow:…”

Section: Hypotheses Development 241 Strategic Capabilities and Orgamentioning

confidence: 99%

Impact of strategic capabilities on organizational ambidexterity in the commercial banks in Jordan: The mediating role of knowledge management

Abazeed¹

2020

10.5267/j.msl

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This study seeks to explain the impact of strategic capabilities on organizational ambidexterity, in the presence of knowledge management. The study population consists of managers of commercial banks in Jordan. The sample included (200) respondents by distributing the study questionnaires to them, where the returned questionnaires and valid to statistical analysis were (168). Structural equation modelling (SEM) was used as an inferential statistical analysis technique to test the hypotheses of the study. The result of this study referred that knowledge management mediates the relationship between strategic capabilities and organizational ambidexterity. Hence, all dimensions of strategic capabilities (marketing capability, market-linking capability, technology capability, and management capability) have a statistical impact on both knowledge management dimensions (knowledge acquisition, knowledge creation, knowledge application, and knowledge storage) and the dimensions of organizational ambidexterity (exploitation and exploration). Therefore, the study recommends managers and decision-makers of commercial banks in Jordan to focus on strategic capabilities that enhance their abilities to identify and acquire opportunities from the business environment by building good relationships with both customers and suppliers. Besides, improving their employees' capacity to deal with new knowledge and apply it to create novel products and services.

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“…However, despite an abundance of research in the KM literature on the relationship between KM strategy and organizational performance, the results are inconclusive. Some scholars recommend concentrating resources on a specific KM strategy [16,17], while others argue that building a balanced and combined KM strategy is a better way to promote performance [18][19][20][21]. In this paper, we fill this theoretical gap by applying complementarity and organizational ambidexterity theories.…”

Section: Introductionmentioning

confidence: 98%

Complementary Effect of Knowledge Management Strategy on Firm Performance: Evidence from Chinese Firms

Song

Zhao

2019

Sustainability

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This study investigated the complementary effect of three orientations of knowledge management (KM) strategy on firm performance: external and internal, explicit and tacit, and exploratory and exploitive. We propose a theoretical framework for examining the synergistic effects of KM strategy on firm performance, and the moderating effect of organizational structure. The complementary effect among these orientations of KM strategy was studied. To test our framework, we conducted a survey with a sample of 345 Chinese firms that had applied a KM strategy. The empirical results show that: (1) different KM strategy orientations complement each other, and this complementarity is an essential link in the relationship between KM strategy and firm performance; (2) the direct effect of each orientation of KM strategy on firm performance is not significant; (3) a centralized organizational structure moderates the relationship between KM strategy and firm performance, thus the more centralized is the organizational structure, the stronger is the positive impact of the complementary effect of KM strategy on firm performance; and (4) the moderating effect of formalized organizational structure in the relationship between KM strategy and firm performance is not significant.

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The central role of knowledge integration capability in service innovation-based competitive strategy

Cited by 186 publications

References 121 publications

Dimensions of Learning Orientation and Its Impact on Organizational Performance and Competitiveness in Smes

Dimensions of Learning Orientation and Its Impact on Organizational Performance and Competitiveness in Smes

Impact of strategic capabilities on organizational ambidexterity in the commercial banks in Jordan: The mediating role of knowledge management

Complementary Effect of Knowledge Management Strategy on Firm Performance: Evidence from Chinese Firms

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