Session Details: Session 1076

The Knowledge-Based View in New Arenas

Track E

Date: Monday, October 13, 2008

 

Time: 15:30 – 16:45

Common Ground

Room: Salon 25


Facilitator:
Claudia Schoonhoven, University of California-Irvine

Title: Human Resource Management Practices and Knowledge Processes Outcomes: Theory and Evidence

Authors

  • Christos Pitelis, Brunel University
  • Andreas Georgiadis, Centre for Economic Performance

Abstract: Our aim in this paper is to identify empirically the relationship between Human Resources (HR) processes and knowledge process outcomes, by focusing on the real case of business support provided to UK Small and Medium sized Enterprises (SMEs) in the Tourism, Hospitality and Leisure (THL) sector, on Human Resource Management (HRM) practices by making use of a unique primary data base. We find that SMEs that receive HR-support services experienced higher returns to product innovation and business development expenditure, as they generated more revenue per pound spent on innovation and development than businesses which did not receive support. Our evidence supports a strong causal link between HR practices and knowledge processes and sheds some light on the “black box” of strategic management and firm performance.

Title: Knowledge Intensive CRM Processes: A Journey Towards Competitive Advantage in Travel Agents

Authors

  • Adina Poenaru, ESCP Europe

Abstract: This paper reviews CRM processes (defined as knowledge intensive, complex, cross functional and customer oriented) and how they can be used to achieve competitive advantage. Starting from Geib et al. (2003) 12 process framework, the paper proposes the addition of a new CRM process, prosumer management. Testing the new framework with four detailed case studies, four different CRM strategies are identified. This paper also suggests five main routes to competitive advantage and explains how CRM can help achieve any of them. The findings indicate that choosing the best one depends on the objectives of the company (e.g. customer satisfaction or cost reduction), the nature of its resources (high street or online presence) and area of superior capabilities (e.g. unique products, customer knowledge).

Title: The Effects of Competition and Knowledge Scope on Firms’ Search for Innovations

Authors

  • PuayKhoon Toh, University of Texas at Austin
  • Francisco Polidoro, University of Texas at Austin

Abstract: We examine when do firms, and which type of firms, explore or exploit new paradigms in their search for innovations. We separate two types of competition – competition arising from within a technological paradigm, and between competing technological paradigms, and also examine the scope of firm’s knowledge base. We propose that competition arising from within a technological paradigm drives firms to explore new paradigms, especially for firms with broad scope of knowledge. On the other hand, competition arising from between technological paradigms drives firms to further exploit existing paradigms, especially for firms with narrow scope of knowledge. Our propositions illuminate the interaction between internal capabilities and external push in influencing a firm’s search for innovations, and further our understanding of firms’ process of building resources.

Title: The Role of Knowledge in Driving Continuous Innovation

Authors

  • Marc Aafjes, Vodafone Group
  • Niko Karjalainen, Tecom Group

Abstract: The paper explores the question: “what is the role of knowledge in driving continuous innovation?”. This paper provides practical insights for both researchers and practitioners seeking to understand dynamic capabilities around continuous innovation and outlines an agenda for further research. The analysis is based on a premise that the business environment is changing, becoming more complex and fast moving. In this environment, managerial focus should shift from static positioning to building and maintaining dynamic capabilities. We examine the role of knowledge in driving the dynamic capability of continuous innovation. The paper provides a research survey of this topic and uses this to explore several case studies of leading-edge managerial practices in leveraging knowledge to drive continuous innovation.

Title: Using a Value Creation Compass to Discover Blue Oceans

Authors

  • Norman T Sheehan, University of Saskatchewan
  • Vaidyanathan Ganesh, University of Saskatchewan

Abstract: Kim and Mauborgne (2004, 2005) argue that firms without close rivals enjoy profitable sailing in Blue Oceans, while firms fighting with near rivals in Red Oceans struggle to remain profitable. While they claim the key to finding Blue Oceans is to create new buyer value, they offer little in the way of tools to help managers uncover new points of differentiation. We propose that value creation logics are one way managers can use to create new customer value: Firms can create new points of differentiation by lowering cost using an industrial efficiency logic, increasing user connectivity with a network services logic, or enhancing the offering’s fit with the user needs using a knowledge intensive logic.

Title: Value Creation in the Knowledge Economy: The Rigor, Relevance, and Morality of the Resource-Based View

Authors

  • J W Stoelhorst, University of Amsterdam
  • Flore Bridoux, University of Amsterdam

Abstract: The resource-based view’s use of ‘rents’ as a catchall for all sources of performance differentials holds back theory development. Given its historical roots, the rent concept is ill suited to capture the dynamic and collective nature of value creation in a knowledge economy. Recent suggestions to work around the inherent limitations of the concept do not solve all the problems inherited from (neo)classical economics and may also have unintended moral implications. In this paper we analyze the nature of value creation in a knowledge economy and its link to firm performance and we develop a simple proposal to better capture this link by redefining profit as the outcome of value creation and rent as the outcome of value appropriation.

All Sessions in Track E...

Sun: 10:00 – 11:30
Session 1501: Exploration Strategies: Current Research and Future Content and Methodological Challenges
Sun: 13:00 – 14:30
Session 1601: Organizational Capabilities and Competitive Advantage: Where Do We Go From Here?
Sun: 15:00 – 16:30
Session 1701: Using Research Centers to Foster ABC Collaboration
Mon: 11:15 – 12:30
Session 1067: The Upside of Financial Investments
Session 1072: Lessons from Industry Cases
Mon: 15:30 – 16:45
Session 1073: Learning and Competitive Dynamics
Session 1074: Configurations and Performance
Session 1076: The Knowledge-Based View in New Arenas
Mon: 17:00 – 18:15
Session 1060: Value Creation and Appropriation: Perspectives From the Resource-Based View, Property Rights and Incomplete Contracting
Session 1062: Mastering Alliance Capability
Session 1069: Leveraging and Repositioning Resources
Tue: 11:15 – 12:30
Session 1059: Networks and Social Capital
Session 1070: Performance and the Competitive Arena
Tue: 14:30 – 15:45
Session 1063: Topics on Competitive Dynamics
Session 1066: Managing and Environmental Stewardship
Session 1075: Strategic Decision Making
Wed: 10:00 – 11:15
Session 1065: Managing Stakeholder Networks and External Communication
Session 1071: Technology, Innovation and Competitive Advantage
Wed: 11:30 – 12:45
Session 1064: Exploring Dynamic Capabilities
Session 1068: Signals and Firm Reputation


Strategic Management Society

Cologne Conference