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  • Realising the value of knowledge resources and capabilities: an empirical study

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    Northey431658Accepted.pdf (467.7Kb)
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    Accepted Manuscript (AM)
    Author(s)
    Nguyen, Thi Nguyet Que
    Ngo, Liem Viet
    Northey, Gavin
    Siaw, Christopher Agyapong
    Griffith University Author(s)
    Northey, Gavin
    Year published
    2019
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    Abstract
    Purpose: Drawing upon the resource-based view of the firm, this paper aims to develop and empirically validate a model that examines the relationships between technical knowledge management infrastructure (TKMI), social KM infrastructure (SKMI) and competitive advantage provided by KM (CAPKM). The authors argue that KM process capabilities account for the direct effects of TKMI and SKMI on CAPKM. Design/methodology/approach: The study used partial least squares —structural equating modelling (SEM) to empirically test the hypotheses using a sample of 251 firms from an emerging economy. The results were then confirmed using ...
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    Purpose: Drawing upon the resource-based view of the firm, this paper aims to develop and empirically validate a model that examines the relationships between technical knowledge management infrastructure (TKMI), social KM infrastructure (SKMI) and competitive advantage provided by KM (CAPKM). The authors argue that KM process capabilities account for the direct effects of TKMI and SKMI on CAPKM. Design/methodology/approach: The study used partial least squares —structural equating modelling (SEM) to empirically test the hypotheses using a sample of 251 firms from an emerging economy. The results were then confirmed using the bias-corrected bootstrap procedure. The study also conducted two robustness checks including examining a competing moderation model and performing fuzzy-set qualitative comparative analysis (fsQCA), a set–theoretic method that examines how causal conditions combine into all possible configurations of binary states to explain the desired outcome. Findings: The findings show that TKMI and SKMI have positive effects on CAPKM. In addition, KM process capabilities mediate the direct effects of TKMI and SKMI on CAPKM. Originality/value: This paper complements and advances previous research in several ways. Firstly, the paper develops a conceptual model that depicts the interrelationships between TKMI, SKMI, KM process capabilities and CAPKM. Secondly, this paper suggests the critical role of the “action” component (i.e. KM process capabilities) that capitalises on the KM resources in the creation of CAPKM.
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    Journal Title
    Journal of Knowledge Management
    Volume
    23
    Issue
    2
    DOI
    https://doi.org/10.1108/jkm-09-2016-0372
    Copyright Statement
    © 2019 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
    Subject
    Information and computing sciences
    Commerce, management, tourism and services
    Publication URI
    http://hdl.handle.net/10072/396978
    Collection
    • Journal articles

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