Knowledge management for corporate entrepreneurship and growth: a case study
Identifieur interne : 000404 ( Main/Exploration ); précédent : 000403; suivant : 000405Knowledge management for corporate entrepreneurship and growth: a case study
Auteurs : Fátima Guadamillas [Espagne] ; Mario J. Donate [Espagne] ; Jesús D. Sánchez De Pablo [Espagne]Source :
- Knowledge and Process Management [ 1092-4604 ] ; 2008-01.
English descriptors
- Teeft :
- Absorptive capacity, Administrative science, Alavi, Aviation electronics, Business lines, Case study, Causal ambiguity, Competitive advantage, Competitive advantages, Competitive conditions, Complementary knowledge, Computer tool, Continuous training, Control systems, Cooperation agreements, Cooperative agreements, Cooperative projects, Corporate entrepreneurship, Corporate entrepreneurship strategy, Corporate site, Database, Dynamic perspective, Dynamic process, Dynamic theory, Entrepreneurship, Exibility, Explicit knowledge, External knowledge, Future strategy, Growth strategy, Guadamillas, Human resources, Important challenge, Important objective, Information technology, Internal development, International expansion, John wiley sons, Knowledge base, Knowledge creation, Knowledge management, Knowledge management processes, Knowledge management tools, Knowledge processes, Knowledge protection, Knowledge transfer, Main activity, Management systems, Monetary incentives, Multidisciplinary teams, Nancial, Nancial support, Nonaka, Organization science, Organizational, Organizational structure, Other hand, Oxford university press, Plant director, Process management, Product development, Project director, Research article, Research article knowledge, Resource, Sanchez, Simulation systems, Social sciences, Software development, Specialized knowledge, Strategic alliances, Strategic knowledge, Strategic management, Strategic management journal, Strategic resource, Tacit, Tacit knowledge, Technological capabilities, Technological developments, Technological leader, Technological resources, Tecnobit, Tecnobit group, Turnover rate, Valuable knowledge.
Abstract
This study presents a case of corporate entrepreneurship analyzed from a Knowledge‐based perspective as an extension of the Resource‐based View (RBV) of the firm. This approach proposes that the development of knowledge can underpin the growth of the firm through corporate entrepreneurship. Following this perspective, we analyze the way an established firm uses resources and capabilities, especially its accumulated knowledge, as a foundation on which to develop a growth strategy through diversification to related businesses in the fields of electronics and Information Technology (IT). Moreover, we identify some of the most important factors contributing to the success of this strategy, such as the internal development and integration of relevant technological knowledge, human resources (HR) policies, organizational flexibility, knowledge management tools based on IT, and purchase of companies and cooperation agreements for the acquisition of external knowledge. Copyright © 2008 John Wiley & Sons, Ltd.
Url:
DOI: 10.1002/kpm.297
Affiliations:
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This approach proposes that the development of knowledge can underpin the growth of the firm through corporate entrepreneurship. Following this perspective, we analyze the way an established firm uses resources and capabilities, especially its accumulated knowledge, as a foundation on which to develop a growth strategy through diversification to related businesses in the fields of electronics and Information Technology (IT). Moreover, we identify some of the most important factors contributing to the success of this strategy, such as the internal development and integration of relevant technological knowledge, human resources (HR) policies, organizational flexibility, knowledge management tools based on IT, and purchase of companies and cooperation agreements for the acquisition of external knowledge. 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