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Please use this identifier to cite or link to this item: https://digital.lib.ueh.edu.vn/handle/UEH/61771
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dc.contributor.authorNguyen T.N.Q.-
dc.contributor.otherNgo L.V.-
dc.contributor.otherNorthey G.-
dc.contributor.otherSiaw C.A.-
dc.date.accessioned2021-08-20T13:42:59Z-
dc.date.available2021-08-20T13:42:59Z-
dc.date.issued2019-
dc.identifier.issn1367-3270-
dc.identifier.urihttp://digital.lib.ueh.edu.vn/handle/UEH/61771-
dc.description.abstractPurpose: Drawing upon the resource-based view of the firm, this paper aims to develop and empirically validate a model that examines the relationships between technical knowledge management infrastructure (TKMI), social KM infrastructure (SKMI) and competitive advantage provided by KM (CAPKM). The authors argue that KM process capabilities account for the direct effects of TKMI and SKMI on CAPKM. Design/methodology/approach: The study used partial least squares —structural equating modelling (SEM) to empirically test the hypotheses using a sample of 251 firms from an emerging economy. The results were then confirmed using the bias-corrected bootstrap procedure. The study also conducted two robustness checks including examining a competing moderation model and performing fuzzy-set qualitative comparative analysis (fsQCA), a set–theoretic method that examines how causal conditions combine into all possible configurations of binary states to explain the desired outcome. Findings: The findings show that TKMI and SKMI have positive effects on CAPKM. In addition, KM process capabilities mediate the direct effects of TKMI and SKMI on CAPKM. Originality/value: This paper complements and advances previous research in several ways. Firstly, the paper develops a conceptual model that depicts the interrelationships between TKMI, SKMI, KM process capabilities and CAPKM. Secondly, this paper suggests the critical role of the “action” component (i.e. KM process capabilities) that capitalises on the KM resources in the creation of CAPKM. © 2018, Emerald Publishing Limited.en
dc.formatPortable Document Format (PDF)-
dc.language.isoeng-
dc.publisherEmerald Group Holdings Ltd.-
dc.relation.ispartofJournal of Knowledge Management-
dc.relation.ispartofseriesVol. 23, Issue 2-
dc.rightsEmerald Publishing Limited-
dc.subjectCompetitive advantage provided by knowledge managementen
dc.subjectKM process capabilitiesen
dc.subjectSocial knowledge managementen
dc.subjectTechnical knowledge managementen
dc.titleRealising the value of knowledge resources and capabilities: an empirical studyen
dc.typeJournal Articleen
dc.identifier.doihttps://doi.org/10.1108/JKM-09-2016-0372-
dc.format.firstpage374-
dc.format.lastpage395-
ueh.JournalRankingScopus-
item.cerifentitytypePublications-
item.languageiso639-1en-
item.fulltextOnly abstracts-
item.grantfulltextnone-
item.openairetypeJournal Article-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
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