Avoiding Competence Substitution Through Knowledge Sharing

By S. McEvily, Shobha S. Das, Kevin McCabe. 2000

251 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/57077a4a220853dadf4f0d71a3137761ce779805

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In Strategy and Management

Citations in the corpus

Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams (2008, background): “Successful organizations need dynamic capabilities to create, acquire, integrate and use knowledge (Grant, 1996; Teece et al. , 1997; McEvily et al. , 2000; Sambamurthy & Subramani, 2005).”
Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations (2007, background): “Because it is often difficult to evaluate the potential value of a knowledge work output, such as a sales proposal for a new consulting contract, it can be important for task units to send signals of competence beyond their written products (McEvily et al., 2000; Podolny, 1994).”
CAUSAL AMBIGUITY, MANAGEMENT PERCEPTION, AND FIRM PERFORMANCE (2006, background): “A second problem is the competence substitution dilemma (McEvily et al., 2000).”
Does Stakeholder Management have a Dark Side? (2009, background): “Strategic management studies have generally framed causal ambiguity within the resource-based view of the firm (King and Zeithaml, 2001; Lipp man and Rumelt, 1982; McEvily et al., 2000; Mo sakowski, 1997; Powell et al., 2006; Reed and Defillippi, 1990).”
Corporate brands: what are they? What of them? (2003, background): “McEvily et al. (2000) argue that there are strategies that companies can follow to diminish this threat.”
How Much to Copy? The Contingent Value of Imitation Capabilities (2007, unknown): “Reasons here include causal ambiguity (Lippman and Rumelt, 1982; McEvily, Das, and McCabe, 2000), complexity (Rivkin, 2000), lack of absorptive capacity (Cohen and Levinthal, 1990; Daley, Mehotra, and Sivakumar, 1997), lack of a template (Winter, 1995), cultural distance (Simonin, 1999), or a bad…”
Technology transfer as technological learning: a source of competitive advantage for firms with limited R&D resources (2003, background): “These intelligencegathering strategies will be less productive when employees can explain little about how a firm achieves superior performance (McEvily et al., 2000).”
Knowledge sharing, intellectual capital and firm performance (2014, background): “technology, and business models KS (McEvily et al., 2000), formalized and informal KS (Taminiau et al.”
Exploring the role of customer relationship management (CRM) systems in customer knowledge creation (2014, background): “Successful organizations need dynamic capabilities to create, acquire, integrate and use knowledge [1,40,57,61,73].”
Paradox And Theorizing Within The Resource-Based View (2006, background): “Conversely, barriers to imitation may give rise to competence substitution, in which competitors create and use alternate resources and capabilities to achieve strategic advantage, thus obviating the need to imitate (McEvily et al., 2000).”