every firm learns through firm specific methods. this learning process is operationalized by firm’s knowledge management practices. therefore, knowledge to result in successful learning should be assisted by a combinative framework which can enhance a firms’ absorptive capability. this in turn will play a decisive role for achieving competitive advantage. current literature in strategic managem...

The aims of this paper are to empirically test the relationship between knowledge sharing practices within and between trading partners as a framework for integration, and to test for the effect of these practices on firm performance. Data was collected from 418 organizations in the manufacturing industry in Australia. Structural equation modelling approach to data analysis was used. It was fou...

The resource-based view is a theory of firm performance. Its principal argument is that a firm=s distinctive competencies are the bases for sustainable competitive advantage. These distinctive competencies are explicitly knowledge based resources. How do managers protect these rent generating assets--the skill sets and organizational routines of high value workers--from dissipation? Theory sugg...

Pharmaceutical companies are regarded as principal contributors to national economies all over the world owing to their substantial assistance to public health system; GDP, employment, and market growth. Consequently, pharmaceutical managers must take the necessary steps to improve strategy-making and firm performance. This study investigates the relationship between four conventional modes of ...

Purpose – The study sets out to examine the influence of individual factors (enjoyment in helping others and knowledge self-efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge sharing processes and whether more leads to superior firm innovation capability. Design/methodology/appr...

In the struggle to gain and sustain competitive advantages, companies develop certain resource bundles (known as strategic assets) which are fundamental to firm performance. More often than not, these strategic assets are knowledge-based assets involving organizational processes and human and social capital as opposed to physical assets. Increasingly, companies are turning to project management...