Knowledge Assets: Securing Competitive Advantage in the Information Economy

By A. Lin. 2001

669 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d971ac5ef76988dbb2160cb21d2c600cdc0e55b7

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In Strategy and Management

Citations in the corpus

Managing Strategic Nets (2003, background): “…mobilization and management of vertical, efficiency seeking strategic nets emphasize the capability to exploit current actor competencies through effective knowledge transformation and sharing (Boisot, 1998; Dyer and Nobeoka, 2000; Levinthal and March, 1993; March, 1991; Möller and Svahn, 2002).”
The Double-Edged Swords of Autonomy and External Knowledge: Analyzing Team Effectiveness in a Multinational Organization (2010, background): “For example, the benefits and risks of obtaining external knowledge may depend on an organization’s culture, since identifying and securing useful knowledge may be more costly in cultures that encourage hoarding rather than sharing (Boisot, 1998).”
Innovation capability building and learning mechanisms in latecomer firms: recent empirical contributions and implications for research (2012, background): “…of learning and knowledge management strategies as sources of innovation capabilities and superior performance in world-leading firms (Senge 1990, Cohen and Levinthal 1990, Kogut and Zander 1992, Iansiti and Clark 1994, Leonard-Barton 1995, Nonaka and Takeuchi 1995, Boisot 1998, Iansiti 1998).”
Relationships, the role of individuals and knowledge flows in the internationalisation of service firms (2003, background): “…in the parent company and foreign market operation, and show how both of these elements impact on inter-firm knowledge flows The individual is a central element in our model of knowledge transfer, acting as creator, transmitter and utiliser of knowledge (Nonaka and Takeuchi, 1995; Boisot, 1998).”
Intellectual capital - defining key performance indicators for organizational knowledge assets (2004, background): “This means that knowledge assets are fundamental strategic levers in order to manage business performance and the continuous innovations of a company (Marr and Schiuma, 2001; Mouritsen et al., 2002; Quinn, 1992; Boisot, 1998).”
Geography, Networks, and Knowledge Flow (2007, background): “The tacitness of knowledge increases the difficulty of knowledge sharing while simultaneously increasing the value of the knowledge because it makes competitive imitation harder (Boisot 1998).”
Improvised internationalization in new ventures: The role of prior knowledge and networks (2011, background): “The cases suggest that prior knowledge is not necessarily ‘deep’ knowledge nor is it industry or market specific knowledge, as suggested by Shane (2000), but rather it is knowledge in the sense suggested by Austrian economists, such as Kirzner (1997) or theorists, such as Boisot (1998).”
Dealing with uncertainty in knowledge-intensive firms: the role of management control systems as knowledge integration mechanisms (2004, background): “Some notable exceptions to this void are represented by Nonaka (1994) who describes the conversion of tacit into explicit knowledge (and vice versa) and other authors who emphasize the role of codification and diffusion processes in making tacit knowledge visible and available (Boisot, 1998).”
Understanding dynamic capabilities through knowledge management (2006, background): “Furthermore, the author believes that the management of knowledge-based resources provides additional challenges among other things due to the tacit nature of knowledge (Nonaka and Takeuchi, 1995) as well as the problems involved in capturing maximum value from their knowledge-based resources (Boiso”
The strategic role of Human Resource Development in managing core competencies (2008, background): “There are, no doubt, natural limits on the extent to which tacit knowledge can be codified (Boisot 1998).”
External Sources of Knowledge, Governance Mode, and R&D Performance (2005, background): “…is the knowledgebased view of the firm (KBV) and its focus on the conditions under which certain types of knowledge assets can generate superior firm performance (e.g., Boisot, 1998; Grant, 1996; Hedlund, 1994; Kogut & Zander, 1992; Nonaka, Takeuchi, & Umemoto, 1996; Teece, Pisano, & Shuen, 1997).”
Determinants of individual engagement in knowledge sharing (2006, background): “Current accounts of organizations view knowledge as a potential source of competitive advantage (Boisot, 1998; Spender, 1996a, 1996b; Spender and Grant, 1996; Cabrera and Allen, 1999).”
Repatriating knowledge: variables influencing the “transfer” process (2009, background): “facilitate flows of knowledge (Boisot, 1998): tacit knowledge, in particular, is transferred through frequent personal interactions (Haldin-Herrgard, 2000; Szulanski, 1996).”
Tacit knowledge and the economic geography of context, or The undefinable tacitness of being (there) (2003, background): “…shortly thereafter in the business world, as consulting firms recognized a large potential market amongst businesses who would need to improve their knowledge management processes and practices (see for example Leonard, 1995; Prusak, 1997; Sveiby, 1997; Boisot, 1998; Davenport and Prusak, 1999).”
Explaining knowledge sharing in organizations through the dimensions of social capital (2004, background): “Knowledge is being viewed as a significant asset, but an asset with problems in its intangibility and non-appropriability and also the difficulty of protecting its value [30].”
From a Firm-Based to a Community-Based Model of Knowledge Creation: The Case of the Linux Kernel Development (2003, background): “The Norms of Knowledge Creation in Communities of Practice The management of intellectual capital and in particular, the treatment of intellectual capital, holds the key to securing a continuing supply of knowledge assets (Boisot, 1998: 255).”