Organizational Performance with Environmental Knowledge Intensity: Resource- vs. Knowledge-Based Performance
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Summary
This study conceptualizes organizational performance with data collected from 150 Korean firms, and examines a two-factor model in which organizational performance consists of two different dimensions: knowledge management performance and firm performance.
- Type
- article
- Published
- 2012-01-01
- Cited by
- 3
- References
- 52
- OpenAlex
- https://openalex.org/W114240433
- Semantic Scholar
- https://api.semanticscholar.org/CorpusID:6722257
Keywords
Organizational performance, Knowledge management, Organizational learning, Contingency theory, Contingency
References
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- Exploring Depth Versus Breadth in Knowledge Management Strategies
- Confirmatory Factor Analysis for Applied Research
- Effect of Information Systems Resources and Capabilities on Firm Performance: A Resource-Based Perspective
- Generic knowledge strategies in the U.S. pharmaceutical industry
- KNOWLEDGE TRANSFER: A BASIS FOR COMPETITIVE ADVANTAGE IN FIRMS
- The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
- Monkey See, Monkey Do: The Influence of Work Groups on the Antisocial Behavior of Employees
- The knowledge-creating company : how Japanese companies create the dynamics of innovation
- Innovation and Learning: The Two Faces of R&D
- Relationships between knowledge inertia, organizational learning and organization innovation
- Effects of Age at Entry, Knowledge Intensity, and Imitability on International Growth
- Knowledge links in high-technology industries: markets, networks or milieu? The case of the Vienna biotechnology cluster
- rwg: An assessment of within-group interrater agreement.
- Organizing knowledge in the knowledge development cycle
- Organisational factors and knowledge management within large marketing departments: an empirical study
- Sources of capabilities, integration and technology commercialization
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