“…This is because an organization's ability to innovate has become crucial for building and maintaining its competitive advantage (Cohen and Levinthal, 1990; Brown and Eisenhardt, 1998; George et al ., 2001; McGrath, 2001; Shipton et al ., 2005) in fast‐changing business conditions. This ability is based on organizational knowledge‐based resources, that is, intellectual capital (Subramaniam and Youndt, 2005; Sumita, 2008; Campanella et al ., 2014; Inkinen et al ., 2014; Inkinen, 2015; Cabrilo et al ., 2018), as well as the managerial capability to effectuate these resources through the process of learning (Nonaka and Takeuchi, 1995; Bontis et al ., 2002; Jones and Macpherson, 2005; Wang and Ellinger, 2008). Intentional activities and systematic mechanisms with which managers control and manage knowledge‐based resources and processes, referred to as knowledge management (KM) practices (Foss and Micahlova, 2009; Andreeva and Kianto, 2012; Kianto et al ., 2014), help to efficiently and effectively leverage resources to drive superior organizational performance (Kianto et al ., 2014; Helfat and Martin, 2015).…”