Knowledge Management as the Basis of Sustained High Performance英文资料.pdfVIP

Journal of Management Studies 44:1 January 2007 0022-2380 Knowledge Management as the Basis of Sustained High Performance William C. Bogner and Pratima Bansal Georgia State University; The University of Western Ontario abstract By deconstructing some of the key elements of the resource-based view and the knowledge-based view of the firm, we suggest that there are three components to knowledge management systems that influence firm performance: the firm’s ability to produce new knowledge, its ability to build on that knowledge, and its effectiveness in capturing a high proportion of the subsequent spin-offs. Using regression analysis to analyse data from 30,022 patent records from 42 firms, we find that a firm’s growth rate is positively associated with its ability to generate rare and valuable knowledge, and to build on that knowledge. INTRODUCTION Over the last decade strategic management research has increasingly emphasized the roles of learning and knowledge in developing a firm’s resource base (Grant, 1996; Simonin, 1999). Spender has argued for a knowledge-based view of the firm, suggest- ing that knowledge generation and transfer capabilities lie at the ‘core of a more epistemologically sound theory of the firm’ (1996, p. 46). This argument suggests that the basis for sustained competitive advantage is a firm’s ability to develop rare and valuable knowledge through learning, and to subsequently build upon, and spread, that rare knowledge throughout the organization (Dierickx and Cool, 1989; Lei et al., 1996; Nonaka, 1994). The underlying concepts of the knowledge-based view have been in use for decades (e.g. Andrews, 1980; Learned et al., 1965) and its roots go back even further (e.g. Kor and Mahoney, 2004; Lockett and Thompson, 2004; Penrose, 1959). More recent theory development has focused on the dynamics of ongoing, firm-level l