How knowledge creation capabilities lead to competitive advantage

Research output: Chapters, Conference Papers, Creative and Literary Works (RGC: 12, 32, 41, 45)12_Chapter in an edited book (Author)

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Detail(s)

Original languageEnglish
Title of host publicationKnowledge management and competitive advantage
Subtitle of host publicationissues and potential solutions
EditorsMichael A. Chilton, James M. Bloodgood
Place of PublicationHershey
PublisherIGI Global
Pages36-52
ISBN (Electronic)9781466646803
ISBN (Print)9781466646797, 1466646799, 9781466646810 
Publication statusPublished - 2014

Publication series

NameAdvances in knowledge, acquisition, transfer, and management (AKATM) book series

Abstract

This chapter examines the roles of organizational creativity and organizational learning effectiveness in explaining the processes through which knowledge creation capabilities help firms to obtain and sustain competitive advantage. The proposed model specifies that organizational learning effectiveness plays a pivotal role in the relationship between knowledge creation and creativity. New knowledge develops better routines that make operations more efficient and effective. As organizations learn from newly generated knowledge, not only do they improve existing processes, but dynamic capabilities also develop to integrate knowledge into creative ideas, novel solutions, and new products and services. This theoretical examination leads to the proposition that organizational learning effectiveness mediates the relationship between knowledge creation capabilities and organizational creativity. This chapter also examines whether the effect of knowledge creation processes on organizational creativity exists in all organizations or is contingent on the nature of the organization's knowledge. Based on the common understanding that tacit and explicit knowledge differ substantially in their codifiability and transferability, the authors specify the moderating role of knowledge characteristics in the process of using knowledge management to foster organizational creativity. The theoretical examination leads to the proposition that the degree of tacitness of the organization's critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity mediated by organizational learning effectiveness. Finally, the authors argue that the degree of institutionalization of the organization's critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity, which is in turn mediated by organizational learning effectiveness. Implications for research and managerial practices are discussed.

Citation Format(s)

How knowledge creation capabilities lead to competitive advantage. / Chung, Tingting Rachel; Liang, Ting-Peng; Peng, Chih-Hung; Chen, Deng-Neng.

Knowledge management and competitive advantage: issues and potential solutions. ed. / Michael A. Chilton; James M. Bloodgood. Hershey : IGI Global, 2014. p. 36-52 (Advances in knowledge, acquisition, transfer, and management (AKATM) book series).

Research output: Chapters, Conference Papers, Creative and Literary Works (RGC: 12, 32, 41, 45)12_Chapter in an edited book (Author)