The fundamental role of knowledge for acquiring and maintaining competitive advantage emphasizes the need for effective and strategic KM in organizations. When effective and reliable methods drive approaches to KM, this in turn supports the integration of value-creating activities into organizational processes and increases an organization's potential to achieve innovation, agility and competit...

The resource based view of firms is used to explore how information system (IS) competencies affect process innovation in an organization. Data was collected through a case study of two process innovations at a healthcare firm in the United States. The findings illustrate how six IS competencies – Knowledge Management, Collaboration, Project Management, Ambidexterity, IT/Innovation Governance, ...

This paper’s argument is that founding team composition—in particular, members’ prior company affiliations—shapes new firm behaviors. Firms with founding teams whose members have worked at the same company engage in exploitation because they have shared understandings and can act quickly. Conversely, founding teams whose members have worked at many different companies have unique ideas and cont...

Most corporate entrepreneurship studies have focused on either innovation, venturing or strategic renewal making comparison between the antecedents of all three aspects of corporate entrepreneurship difficult. Moreover, studies on corporate entrepreneurship hardly address organizational antecedents, while simultaneously managing and organizing CE and mainstream activities has been seen as a maj...

Purpose This study examines the relationship between knowledge management (KM) capability and innovation ambidexterity, their subsequent influence on firm performance. It also investigates whether organizational structure – in terms of connectedness centralization helps to develop a suitable context that either hinders or catalyzes effectiveness KM predicting ambidexterity. Design/methodology/a...