Knowledge Assets and Value Creation Dynamics

Knowledge Assets and Value Creation Dynamics

Karim Moustaghfir (University Al Akhawayn, Morocco) and Giovanni Schiuma (University of Basilicata, Italy & University of Cambridge, UK)
DOI: 10.4018/978-1-60960-071-6.ch003
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Today’s business landscape is increasingly complex and turbulent, forcing firms to develop their capabilities in order to be able to face macro-forces such as globalization, hyper-competition, reduced product cycles and continuous innovation. In such a competitive scenario, firms have to identify and manage the crucial resources and sources for competitive advantage. The management literature has identified knowledge assets as critical drivers of performance and value creation. However, the understanding of how these strategic resources contribute to shape the organisational value creation dynamics still remains a concern to be fully disclosed. Especially the dynamic nature of knowledge assets and how they contribute to firm performance need to be clarified. This chapter, on the basis of a systematic literature review, aims to define a theoretical framework to explain how knowledge asset define the pillars to shape organisational capabilities and provide firms with a sustainable competitive advantage and long-term superior performance.
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Defining Knowledge Assets

Firm’s resources can be conveniently classified into three categories (Barney, 1991): physical capital resources which include the physical technology used in a firm, a firm’s plant and equipment, its geographic location, and its access to raw materials; human capital resources which include the training, experience, judgement, intelligence, relationships, and insight of individual managers and workers in a firm; and organizational capital resources that include a firm’s formal reporting relations among groups within a firm and between a firm and those in its environment.

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