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Building Corporate Knowledge and Competence Communities - Dynamic Capabilities of a Firm

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abstract This paper aims to explore the link between strategic management and knowledge management in order to facilitate our understanding of dynamic capabilities. Based on an in depth case study of a Fortune 500 company, our findings suggest that, first, there are limitations to use the theoretical framework of the resource-based view (RBV) to explain the phenomenon under investigation, and second, that knowledge sharing routines can persevere as a dynamic capability, i.e. the dynamic utilization and deployment of corporate knowledge. We suggest a view of the firm as a dynamic knowledge and competence community, where each corporate member’s competences and tacit knowledge are shared and competence and knowledge gaps can be closed by the frequent recombination of knowledge and human resources.
   
type conference paper (English)
   
keywords Knowledge sharing, Dynamic Capability, Competence Community
   
name of conference European Academy of Management Conference 2005 (Munich, Germany)
date of conference 6-5-2005
title of proceedings EURAM 2005 - Proceedings
publisher TUM Business School (Munich, Germany)
review double-blind review
   
citation Voelpel, S., Han, Z., & Chong, L. C. (2005). Building Corporate Knowledge and Competence Communities - Dynamic Capabilities of a Firm. In EURAM 2005 - Proceedings. Munich, Germany: TUM Business School.