This book provides a knowledge-based view to the dynamic capabilities in an organization. The author integrates two existing views on gaining competitive advantage: the Knowledge View which suggests that the capability of organizations to learn faster than competitors is the only source of competitiveness; and the Dynamic Capability View which speculates that a fi rm’s competitive advantage rests on it’s ability to adapt to changes in the business environment. Using the IT sector in India as a case study, this book provides and tests a new framework—Knowledge-Based Dynamic Capabilities—in the prediction of competitive advantage in organizations.
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This book provides a knowledge-based view to the dynamic capabilities in an organization. The author integrates two existing views on gaining competitive advantage: the Knowledge View which suggests that the capability of organizations to learn faster than competitors is the only source of competitiveness; and the Dynamic Capability View which speculates that a fi rm’s competitive advantage rests on it’s ability to adapt to changes in the business environment. Using the IT sector in India as a case study, this book provides and tests a new framework―Knowledge-Based Dynamic Capabilities―in the prediction of competitive advantage in organizations.
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