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Firms' Competitive Advantage (firm + competitive_advantage)
Selected AbstractsInter-Organizational Knowledge Transfer: Current Themes and Future ProspectsJOURNAL OF MANAGEMENT STUDIES, Issue 4 2008Mark Easterby-Smith abstract Many papers have been published recently in the fields of strategy and international business research incorporating the role of organizational knowledge as a basis of firm competitive advantage. While such knowledge is normally developed within the firm, it is important that firms possess the ability to learn from others in order to meet the increasing pace of competition. Knowledge transfer, defined here as an event through which one organization learns from the experience of another, has thus become an important research area within the broader domain of organizational learning and knowledge management. This paper presents a theoretical framework, identifies key themes covered by the six articles included in the Special Issue on Inter-Organizational Knowledge Transfer, and then discusses priorities for future research. [source] Introduction: Knowledge Construction and Creation in Organizations,BRITISH JOURNAL OF MANAGEMENT, Issue S1 2004Haridimos Tsoukas While adopting a knowledge-based perspective on organizations has been valuable, since, among other things, it enables us to see links between organizational learning and a firm's competitive advantage through the development of idiosyncratic capabilities, it has nonetheless tended to treat organizational knowledge as ,given', exploring how it is related to other ,given' variables. The focus of this special issue is to unpack the notion of organizational knowledge by exploring the processes and practices through which knowledge is constructed and created in organizations. A constructivist perspective assumes that ,knowledge' presupposes work and seeks to explore how what comes to be considered as organizational knowledge is established and validated (or fails to do so). By seeing organizational knowledge as work we can further probe into how knowledge is shaped by organizational strategies and incentives and, more radically, how power and politics influence the struggle between competing bodies of knowledge in organizations. [source] Corporate Governance and Competitive Advantage in Family-Controlled FirmsENTREPRENEURSHIP THEORY AND PRACTICE, Issue 3 2005Michael Carney Recent attempts to identify the basis of family-controlled firms' competitive advantage have drawn upon the resource-based view of the firm. This article supplements these efforts and advances the argument that family-controlled firms' competitive advantage arises from their system of corporate governance. Systems of corporate governance embody incentives, authority patterns, and norms of legitimation that generate particular organizational propensities to create competitive advantages and disadvantages. For comparative purposes, the characteristics of managerial, alliance, and family governance are reviewed. The impact of a family's control rights over a firm's assets generates three dominant propensities (parsimony, personalism, and particularism). These propensities give advantages in scarce environments, facilitate the creation and utilization of social capital, and engender opportunistic investment processes. The experience of family-controlled firms in emerging markets is drawn upon to illustrate the argument. [source] | ||||||||||