Strategic management theory has largely and traditionally focused on the external environment in which a firm can achieve competitive advantage (Bounfour, 2003). Increasingly literature has redirected their focus towards the more controllable internal resources within the firm (Barney, 1991). An increasing amount of literature has recognised that the potential for competitive advantage arises from Intellectual Capital (IC) in the form of human, relational and structural resources (Teece, 1998). However, transforming these resources in to Intellectual Capital has received scant attention within the literature and remains a central dilemma for most firms. Utilising the tourism industry as a context, this paper presents a conceptual model that details how the cultural and heritage organisation can effectively deploy and reconfigure resources to deliver sustained competitive advantage through cognitive and action orientated processes. The model proposes that the transformative process involves the integration of a firm’s knowledge and learning capability. The knowledge management capability engages the firm’s capital and transforms its inert state through the acquisition, storage, retrieval and distribution of knowledge within the firm (Crossan et al, 1999), while the application of knowledge takes place through learning within the firm (Chatzkel, 2000).
|Publication status||Published - 2009|
|Event||EIASM 5th Workshop on Visualising, Measuring, and Managing Intangibles and Intellectual Capital - Dresden Germany, Dresden Germany|
Duration: 01 Jan 2009 → …
|Conference||EIASM 5th Workshop on Visualising, Measuring, and Managing Intangibles and Intellectual Capital|
|Period||01/01/2009 → …|