Aligning tacit knowledge and competitive advantage: a resource-based view

IF 1.3 Q3 MANAGEMENT

International Journal of Knowledge Management Studies Pub Date : 2021-04-20 DOI:10.1504/IJKMS.2021.116391

O. Osobajo, Bassam Bjeirmi

引用次数: 1

Abstract

This paper investigates the role of tacit knowledge in establishing competitive advantage using the resource-based view (RBV) theory. A framework for studying tacit knowledge, organisational performance, value creation and competitive advantage is introduced and used to analyse the oil and gas industry. The findings show that value creation and improved organisational performance play a mediating role between tacit knowledge and competitive advantage. On the one hand, the findings suggest an indirect relationship between tacit knowledge and competitive advantage, and it was instrumental when directed at creating avenues for improving organisational performance and innovations, i.e., value creation, which places an organisation in a competitive advantage position. On the other hand, organisational performance, which has a direct relationship with value creation has an indirect relationship with a competitive advantage.

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隐性知识与竞争优势的匹配:基于资源的视角

本文运用资源基础理论探讨了隐性知识在企业竞争优势建立中的作用。介绍了一个研究隐性知识、组织绩效、价值创造和竞争优势的框架，并将其用于分析石油和天然气行业。研究发现，价值创造和组织绩效提升在隐性知识与竞争优势之间起中介作用。一方面，研究结果表明，隐性知识与竞争优势之间存在间接关系，当它被用于创造改善组织绩效和创新的途径时，即价值创造，这将使组织处于竞争优势地位。另一方面，组织绩效与价值创造有直接关系，与竞争优势有间接关系。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

International Journal of Knowledge Management Studies Decision Sciences-Information Systems and Management

CiteScore

1.90

自引率

14.30%

发文量

期刊介绍： “Knowledge as a key resource will contribute to improved organisational performance if it is properly leveraged and harnessed." IJKMS is a refereed and authoritative source of information in the field of knowledge management and related aspects. Topics covered include: -Knowledge creation, acquisition, codification, classification, organisation -Knowledge sharing, transfer, application, protection, retention -KM design and development -KM management and implementation -Measurement of knowledge management performance and benefits -Techniques and methods for managing knowledge -Technological tools for knowledge management, e.g. -knowledge bases, collaborative tools -expert/intelligent systems, knowledge mining/extraction -content/document management -portals, search and retrieval -e-learning, virtual reality, business intelligence, etc. -Human, organisational, strategic, behavioural, socio-cultural aspects -Public policy, economics, education policy, intellectual capital, ethics -Other related aspects of KM