The DOI matches its Crossref record; 15 of the 15 references it cites were found in a registry or an index.
From Common to Uncommon Knowledge: Foundations of Firm-Specific Use of Knowledge as a Resource
Abstract
Although the knowledge-based view of strategy has significantly advanced understanding of the foundations of competitive advantage, less is known about how knowledge becomes a strategic resource. In this study, we develop an inductive, process model of the relationships among (1) top managers' beliefs about knowledge as a resource (termed executive knowledge schemes), (2) the ways that executives search or scan for knowledge, and (3) how they use that knowledge in practice to transform common knowledge into distinctive, uncommon knowledge as a way of achieving competitive advantage. In the course of generating the grounded model, we also uncovered a new concept, scanning proactiveness, and identified two distinct forms of knowledge use in practice: knowledge adaptation and knowledge augmentation.
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Cites
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Gibson, C. B. (2017) · Organizational Research Methods · doi:10.1177/1094428116639133 · Cited by 262
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Crick, J. M. (2021) · Journal of Strategic Marketing · doi:10.1080/0965254x.2020.1743738 · Cited by 172
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Metadata
- Authors
- Nag, R., & Gioia, D. A.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2012-04
- Volume
- 55
- Issue
- 2
- Pages
- 421-457
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W1964852144
- Cited by
- 343
- References
- 15
- FWCI
- 47.83
- Type
- journal article
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
