Knowledge management capability based competitive advantage of the firm: toward an empirical study
The role of knowledge management as a powerful means of sustaining competitive advantage has been strongly emphasised in strategic management literature. Although a variety of knowledge management factors have been investigated, only a limited number of studies have explored the resource-based view of knowledge management and analyses to date have focused mostly on infrastructure elements. It is proposed that an absence of knowledge management processes may hinder a valuable integrated contribution of the two major components that constitute knowledge management capability, namely infrastructure and process to organisational competitive advantage. This paper reports progress from the early stages of a large research project aimed at filling this perceived gap in the literature. Adopting the resource-based theory of the firm blended with knowledge and dynamic capability-based approaches, this paper attempts to develop a comprehensive theoretical model. The next stage of the research project will be an empirical examination and validation of this proposed theoretical model.
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