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Knowledge Resources and Competitive Advantage

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  • Doris Gomezelj Omerzel

    (University of Primorska, Slovenia.)

  • Rune Ellemose Gulev

    (University of Applied Sciences, Kiel, Germany)

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    Abstract

    The paper discusses some definitions of knowledge as a potential source of competitive advantage. It reviews the literature pertaining to the assessment of knowledge assets. According to the resource-based view, which links the competitive advantage of organizations with resources and capabilities that are firm-specific, and difficult to imitate or substitute, a firm’s competitive advantage is built on a set of strategically relevant resources (Barney 1991; Grant 1991; Peteraf 1993). When firms have access to similar resources, it is those companies that are able to maximize the utilization of those resources that attain a competitive advantage. Among various strategic resources and capabilities that help determine the extent of competitive advantages, a pivotal role is often assigned to knowledge – as both a resource in itself and an integrating factor that makes other resources and capabilities effective – especially in complex and dynamic environments.

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    Bibliographic Info

    Article provided by University of Primorska, Faculty of Management Koper in its journal Managing Global Transitions.

    Volume (Year): 9 (2011)
    Issue (Month): 4 (Winter) ()
    Pages: 335-354

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    Handle: RePEc:mgt:youmgt:v:9:y:2011:i:4:p:335-354

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    Related research

    Keywords: knowledge; competitiveness; firm performance; knowledge-based theory;

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    1. Baldwin, John R. & Gellatly, Guy, 2006. "Innovation Capabilities: The Knowledge Capital Behind the Survival and Growth of Firms," The Canadian Economy in Transition 2006013e, Statistics Canada, Economic Analysis.
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