Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration

By M. Zack. 2009

2,000 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/22bfec997428eab8710ca39f5cabcae4be1152b7

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Citations in the corpus

Advancing the Human Capital Perspective on Value Creation by Joining Capabilities and Governance Approaches (2015, background): “Through mentoring by managers and regular socialization among peers, new employees are more likely to embrace and internalize the current firm’s common language, values, and identity (Arrow, 1974; Grant, 1996a, 1996b; Kogut & Zander, 1996).”
Dynamic capabilities through continuous improvement infrastructure (2009, background): “The knowledgebased theory of the firm (Grant, 1996; Nonaka, 1994) and organizational learning theory (Argyris and Schön, 1978; Cyert and March, 1963) have much to say about organizational factors that create behaviors conducive to continuous improvement.”
International Entrepreneurship: The Current Status of the Field and Future Research Agenda (2017, methodology): “The proposed model makes use of theories from IB (Dunning 1988; Craig & Douglas 1996; Hymer 1976), global strategy (Hitt, Hoskisson & Ireland 1994; Hitt et al. 1995, 1997), strategic management (Grant 1991, 1996, 1998) and entrepreneurship (Katz & Gartner 1988; Kirzner 1973).”
Antecedents and consequences of marketing dynamic capabilities in international joint ventures (2009, methodology): “Research Implications This study set out to examine the development of MDCs in IJVs, and to test the effect of MDCs on IJVs’ performance and competitive advantage.”
Processes, antecedents and outcomes of dynamic capabilities (2014, background): “The process of reconfiguration involves generating new combinations of existing knowledge (Grant, 1996), or leveraging existing knowledge for new purposes or in new ways (Jantunen, Puumalainen, Saarenketo, & Kyläheiko, 2005).”
Absorbing the Concept of Absorptive Capacity (2009, background): “Individuals are involved in the knowledge sharing and recognition aspects, but at the organizational level, routines, histories and stories, documentation, procedures, heuristics and know-how are important in creating shared understandings of the knowledge at the firm level (Grant, 1996b; Matusik an”
Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders (2016, background): “Consequently, we follow other scholars in the rationale that these resources need to be matched with organizational capabilities to deploy them in such a way that they create value for the firm (Day, 1994; Grant, 1996; Menguc et al., 2014).”
Mitigating Supply Chain Risk via Sustainability Using Big Data Analytics: Evidence from the Manufacturing Supply Chain (2017, methodology): “Therefore, knowledge management refers to how organizations accumulate, absorb and apply knowledge based on prior experiences to decide future actions [17,20,71,72].”
Innovation in multinational subsidiaries: The role of knowledge assimilation and subsidiary capabilities (2008, background): “The firm must also develop linkages to outside sources of knowledge that act as conduits for knowledge transfer (Dyer & Nobeoka, 2000; Gulati, Nohria, & Zaheer, 2000). The formation of relationships with external organizations (formal and informal) is facilitated by the possession of valuable knowle”
The Determinants of Green Radical and Incremental Innovation Performance: Green Shared Vision, Green Absorptive Capacity, and Green Organizational Ambidexterity (2014, background): “This kind of knowledge recombination and integration is beneficial for organisational ambidexterity [41,44,45].”
Re-thinking research on born globals (2015, background): “Additionally, they draw on the resource-based view of the firm (e.g., Grant, 1996) to argue that knowledge is the essence of organizational capabilities.”
Linking marketing capabilities with profit growth (2009, background): “From this perspective, a firm's capabilities involve complex, coordinated patterns of skills and knowledge that become embedded as routines over time (Grant, 1996) and are distinguished from other organizational processes as they are performed better than those of their rivals (Bingham, Eisenhardt, ”
The Multifaceted Nature of Exploration and Exploitation: Value of Supply, Demand, and Spatial Search for Innovation (2007, background): “Because knowledge integration problems are more complex if knowledge scope is wider (Grant 1996, Katila and Ahuja 2002), extensive supply-side search can harm the ability to develop successful new products because the knowledge-acquisition and integration difficulties and costs outstrip the…”