Dynamic Knowledge Management Capability (DKMC): From Resources to Capital (RIKON Group)

    Research output: Contribution to conferencePaperpeer-review

    Abstract

    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).
    Original languageEnglish
    Publication statusPublished - 2009
    EventEIASM 5th Workshop on Visualising, Measuring, and Managing Intangibles and Intellectual Capital - Dresden Germany, Dresden Germany
    Duration: 01 Jan 2009 → …

    Conference

    ConferenceEIASM 5th Workshop on Visualising, Measuring, and Managing Intangibles and Intellectual Capital
    CityDresden Germany
    Period01/01/2009 → …

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