The effects of organization context on knowledge exploration and exploitation
Autor(a) principal: | |
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Data de Publicação: | 2018 |
Outros Autores: | |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Institucional da UNESP |
Texto Completo: | http://dx.doi.org/10.1016/j.jbusres.2018.05.025 http://hdl.handle.net/11449/171013 |
Resumo: | The knowledge-based view of the firm points knowledge as the main resource able of generating competitive advantage for organization. This competitive advantage is the result of the innovative process, which requires knowledge exploration and exploitation. Several studies have aimed to analyze factors that support the knowledge management (KM) process and generate taxonomies related to the practice of KM. However, there is a gap in the literature on organizational knowledge regarding the relationship of contextual factors with the knowledge exploration and exploitation process as well as with the generating of a typology that considers these two processes. To achieve this goal, this study uses a quantitative approach, based on a survey with 234 companies in the automotive industry. Our results show that the knowledge exploration and exploitation process are differently impacted by five contextual factors considered in this research - human resources management, supportive leadership, learning culture, autonomy and systems of information technology (IT). While exploration is more impacted by learning culture, autonomy and IT systems, exploitation is more associated with supportive leadership and learning culture. Considering innovation for knowledge exploration and exploitation and contextual factors, this research also identifies three clusters in the automotive industry, named innovative companies, exploitative companies and passive companies. |
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The effects of organization context on knowledge exploration and exploitationAutonomyHuman resource managementInnovationKnowledge exploration and exploitationLeadershipLearning cultureThe knowledge-based view of the firm points knowledge as the main resource able of generating competitive advantage for organization. This competitive advantage is the result of the innovative process, which requires knowledge exploration and exploitation. Several studies have aimed to analyze factors that support the knowledge management (KM) process and generate taxonomies related to the practice of KM. However, there is a gap in the literature on organizational knowledge regarding the relationship of contextual factors with the knowledge exploration and exploitation process as well as with the generating of a typology that considers these two processes. To achieve this goal, this study uses a quantitative approach, based on a survey with 234 companies in the automotive industry. Our results show that the knowledge exploration and exploitation process are differently impacted by five contextual factors considered in this research - human resources management, supportive leadership, learning culture, autonomy and systems of information technology (IT). While exploration is more impacted by learning culture, autonomy and IT systems, exploitation is more associated with supportive leadership and learning culture. Considering innovation for knowledge exploration and exploitation and contextual factors, this research also identifies three clusters in the automotive industry, named innovative companies, exploitative companies and passive companies.Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)Conselho Nacional de Desenvolvimento Científico e Tecnológico (CNPq)School of Applied Science University of Campinas, Rua Pedro Zaccaria, 1300Department of Economics Paulista State University Julio de Mesquita Filho (UNESP)Department of Economics Paulista State University Julio de Mesquita Filho (UNESP)FAPESP: 2016/18414-4FAPESP: 2016/24401-2CNPq: 445205/2014-8Universidade Estadual de Campinas (UNICAMP)Universidade Estadual Paulista (Unesp)Gonzalez, Rodrigo Valio Dominguezde Melo, Tatiana Massaroli [UNESP]2018-12-11T16:53:21Z2018-12-11T16:53:21Z2018-09-01info:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/article215-225application/pdfhttp://dx.doi.org/10.1016/j.jbusres.2018.05.025Journal of Business Research, v. 90, p. 215-225.0148-2963http://hdl.handle.net/11449/17101310.1016/j.jbusres.2018.05.0252-s2.0-850472523792-s2.0-85047252379.pdfScopusreponame:Repositório Institucional da UNESPinstname:Universidade Estadual Paulista (UNESP)instacron:UNESPengJournal of Business Research1,260info:eu-repo/semantics/openAccess2024-01-01T06:15:28Zoai:repositorio.unesp.br:11449/171013Repositório InstitucionalPUBhttp://repositorio.unesp.br/oai/requestopendoar:29462024-08-05T21:49:25.939237Repositório Institucional da UNESP - Universidade Estadual Paulista (UNESP)false |
dc.title.none.fl_str_mv |
The effects of organization context on knowledge exploration and exploitation |
title |
The effects of organization context on knowledge exploration and exploitation |
spellingShingle |
The effects of organization context on knowledge exploration and exploitation Gonzalez, Rodrigo Valio Dominguez Autonomy Human resource management Innovation Knowledge exploration and exploitation Leadership Learning culture |
title_short |
The effects of organization context on knowledge exploration and exploitation |
title_full |
The effects of organization context on knowledge exploration and exploitation |
title_fullStr |
The effects of organization context on knowledge exploration and exploitation |
title_full_unstemmed |
The effects of organization context on knowledge exploration and exploitation |
title_sort |
The effects of organization context on knowledge exploration and exploitation |
author |
Gonzalez, Rodrigo Valio Dominguez |
author_facet |
Gonzalez, Rodrigo Valio Dominguez de Melo, Tatiana Massaroli [UNESP] |
author_role |
author |
author2 |
de Melo, Tatiana Massaroli [UNESP] |
author2_role |
author |
dc.contributor.none.fl_str_mv |
Universidade Estadual de Campinas (UNICAMP) Universidade Estadual Paulista (Unesp) |
dc.contributor.author.fl_str_mv |
Gonzalez, Rodrigo Valio Dominguez de Melo, Tatiana Massaroli [UNESP] |
dc.subject.por.fl_str_mv |
Autonomy Human resource management Innovation Knowledge exploration and exploitation Leadership Learning culture |
topic |
Autonomy Human resource management Innovation Knowledge exploration and exploitation Leadership Learning culture |
description |
The knowledge-based view of the firm points knowledge as the main resource able of generating competitive advantage for organization. This competitive advantage is the result of the innovative process, which requires knowledge exploration and exploitation. Several studies have aimed to analyze factors that support the knowledge management (KM) process and generate taxonomies related to the practice of KM. However, there is a gap in the literature on organizational knowledge regarding the relationship of contextual factors with the knowledge exploration and exploitation process as well as with the generating of a typology that considers these two processes. To achieve this goal, this study uses a quantitative approach, based on a survey with 234 companies in the automotive industry. Our results show that the knowledge exploration and exploitation process are differently impacted by five contextual factors considered in this research - human resources management, supportive leadership, learning culture, autonomy and systems of information technology (IT). While exploration is more impacted by learning culture, autonomy and IT systems, exploitation is more associated with supportive leadership and learning culture. Considering innovation for knowledge exploration and exploitation and contextual factors, this research also identifies three clusters in the automotive industry, named innovative companies, exploitative companies and passive companies. |
publishDate |
2018 |
dc.date.none.fl_str_mv |
2018-12-11T16:53:21Z 2018-12-11T16:53:21Z 2018-09-01 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://dx.doi.org/10.1016/j.jbusres.2018.05.025 Journal of Business Research, v. 90, p. 215-225. 0148-2963 http://hdl.handle.net/11449/171013 10.1016/j.jbusres.2018.05.025 2-s2.0-85047252379 2-s2.0-85047252379.pdf |
url |
http://dx.doi.org/10.1016/j.jbusres.2018.05.025 http://hdl.handle.net/11449/171013 |
identifier_str_mv |
Journal of Business Research, v. 90, p. 215-225. 0148-2963 10.1016/j.jbusres.2018.05.025 2-s2.0-85047252379 2-s2.0-85047252379.pdf |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
Journal of Business Research 1,260 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
215-225 application/pdf |
dc.source.none.fl_str_mv |
Scopus reponame:Repositório Institucional da UNESP instname:Universidade Estadual Paulista (UNESP) instacron:UNESP |
instname_str |
Universidade Estadual Paulista (UNESP) |
instacron_str |
UNESP |
institution |
UNESP |
reponame_str |
Repositório Institucional da UNESP |
collection |
Repositório Institucional da UNESP |
repository.name.fl_str_mv |
Repositório Institucional da UNESP - Universidade Estadual Paulista (UNESP) |
repository.mail.fl_str_mv |
|
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1808129362342445056 |