Strategies for Managing Knowledge Assets: the Role of Firm Structure and Industrial Context

By David J. Teece. 2000

1,325 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/36204ff27f1f8fbbf31df5153f83f4d0e5f87ec9

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Understanding the influence of information systems competencies on process innovation: A resource-based view (2007, background): “IS competencies are, therefore, embedded in organizational processes and business routines (Teece, 2000).”
The influence of organizational structure on organizational learning (2011, background): “Non-bureaucratic decision-making systems, decentralising these and implementing autonomy as far as possible ( Teece, 2000”
KMPI: measuring knowledge management performance (2005, background): “The evaluation of KM performance has become increasingly important since it promotes strategic organizational learning [36,49,52,66,73] and generates the capabilities required to meet customer expectations.”
The role of intellectual capital in the success of new ventures (2011, background): “On that basis, the strategic management literature has stressed the importance of intangible factors as determinants of business competitiveness (Teece 2000).”
Intellectual Capital Reporting Practices of the Top Australian Firms (2007, background): “It could be argued that knowledge-based and service firms are more proactive than others because they face greater competition and often have to rely on immutable intangibles that are difficult to imitate to gain a competitive advantage (Teece 2000).”
Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer (2004, background): “He further argues that the nature of knowledge itself makes organizational knowledge dif®cult to transfer as it is embedded in the organizational processes, procedures, routines and structures (Teece, 2000, p. 36).”
Business Model Design: An Activity System Perspective (2010, background): “Complementarities: Complementarities are present whenever bundling activities within a system provides more value than running activities separately.(15) For example, in commercial banking, deposit activity is an important source of funding that complements the banks’ lending activity - banks withou”
Dynamic Capabilities: A Review of Past Research and an Agenda for the Future (2010, background): “Following Teece et al. (1997), some authors have considered dynamic capabilities to be an ability or capacity (e.g., Helfat et al., 2007; Teece, 2000, 2007; Winter, 2003; Zahra et al., 2006).”
How organizational climate and structure affect knowledge management - The social interaction perspective (2007, background): “Owing to its nature of stickiness and tacitness, knowledge is difficult to spread among members within an organization (Szulanski, 1996; Teece, 2000; Tsai, 2002).”
Dynamic Capability Building in Service Value Networks for Achieving Service Innovation (2009, background): “Teece (2000) acknowledges, and Galbreath (2005) empirically supports, the fact that capabilities are not only tacit in nature, but they are inextricably embedded within the organizational experience, learning, and practices adopted by the firm (e.g., in relationship management and collaborative…”