Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

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

Aligning tacit knowledge and competitive advantage: a resource-based view 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Knowledge Management Studies Inderscience Publishers

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

Loading next page...
 
/lp/inderscience-publishers/aligning-tacit-knowledge-and-competitive-advantage-a-resource-based-1Sr9PdfoPZ
Publisher
Inderscience Publishers
Copyright
Copyright © Inderscience Enterprises Ltd
ISSN
1743-8268
eISSN
1743-8276
DOI
10.1504/IJKMS.2021.116391
Publisher site
See Article on Publisher Site

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.

Journal

International Journal of Knowledge Management StudiesInderscience Publishers

Published: Jan 1, 2021

There are no references for this article.