From the resource-based view of the firm to the knowledge-based view of the firm it is clear that a particular intangible resource has become the cornerstone of sustainable competitive advantage (Barney, 1986; Conner, 1991; Foss, 1996; Lippman and Rumelt, 1982; Penrose, 1959). This resource is organizational knowledge. According to Peteraf’s framework (1993) “four conditions must be met for a f...

In today’s dynamic and hypercompetitive business environment, knowledge and innovation have emerged as bases for sustained competitive advantage. This paper addresses two specific research questions. First, we ask, “What is the effect that firm interactivity has on various types of innovation?” As we address this question, we explain that interactivity helps firms create knowledge, which then p...

This paper suggests to revisit the concept of organizational slack and its relation to performance. Three case studies are first presented, each dealing with a specific situation regarding the availability of organizational knowledge. Based on the case studies, the paper then introduces a map of organizational knowledge, discussing how firms can surf in between two polar extremes, namely lack a...

although organizational learning is often known as a goal, in the view of many stakeholders, the final aim of many organizations is optimization of financial results such as productivity, and  innovation is among various factors which optimizes the organizations financial performance, however, as firms seek financial performance improvement, higher profit and minimum cost, it is necessary to un...