مشخصات مقاله:
عنوان فارسی مقاله:
قابلیت های مدیریت دانش و ریسک پذیری سازمانی برای نوآوری در مدل کسب و کار در شرکت های کوچک و متوسط
عنوان انگلیسی مقاله:
Knowledge management capabilities and organizational risk-taking for business model innovation in SMEs
کلمات کلیدی مقاله:
نوآوری مدل کسب و کار، قابلیت های مدیریت دانش، شرکتهای کوچک و متوسط، تحمل ریسک پذیری، مدل سازی مسیر PLS
مناسب برای رشته های دانشگاهی زیر:
مدیریت
مناسب برای گرایش های دانشگاهی زیر:
مدیریت دانش، مدیریت کسب و کار
وضعیت مقاله انگلیسی و ترجمه:
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فهرست مطالب:
Abstract
Keywords
1. Introduction
2. Literature review
2.1. Business model innovation
2.2. Knowledge management
2.3. Internal knowledge management capabilities
2.4. External knowledge management capabilities
3. Hypothesis development
3.1. Internal knowledge management capabilities and BMI
3.2. External knowledge management capabilities and BMI
3.3. Organizational risk-taking tolerance, knowledge management capabilities and BMI
4. Methodology
4.1. Overview of the empirical design
4.2. Data collection and sample
4.3. Measures
4.4. Measurement model assessment
4.5. Analysis 1: Partial least squares
4.6. Results of the PLS analysis and hypothesis test
4.7. Analysis 2: Fuzzy set qualitative comparative analysis
4.8. Results of the fsQCA
5. Discussion and conclusion
5.1. Contribution to research
5.2. Managerial implications
5.3. Limitations and future research
References
قسمتی از مقاله انگلیسی:
1. Introduction
The fast rise of digital technologies has changed the business environment and has led to new ways in which firms can do business (Amit & Han, 2017; Massa, Tucci, & Afuah, 2017). New competitors are not necessarily established market players but can even be start-ups that compete against incumbents with different business models (Dushnitsky & Lenox, 2005; Zott & Amit, 2007). Some new business models have significantly changed the rules of the game in certain industries (e.g., Uber and the taxi industry, Netflix and the movie industry, and Airbnb in the accommodation industry) (Teece, 2018). In consequence, incumbent firms are forced to regularly change and innovate their business model (Amit & Zott, 2015). Business model innovation (BMI) is defined as “designed, nontrivial changes to the key elements of a firm’s business model and/or the architecture linking these elements” (Foss & Saebi, 2017, p. 201). BMI allows firms to create novel activities that go beyond product and process innovation (Osiyevskyy & Dewald, 2015) and was identified as a source of sustainable competitive advantages (Tallman, Luo, & Buckley, 2018). Recently, studies started to investigate the antecedences that enable firms to react to environmental changes and to facilitate BMI proactively (e.g., Clauss, Abebe, Tangpong, & Hock, 2019a; Groskovs & Ulhøi, 2019; Ricciardi, Zardini, & Rossignoli, 2016). The process of BMI however might require firms to cannibalize existing revenue streams against uncertain streams of future revenues (Clauss et al., 2019a; Tellis, Prabhu, & Chandy, 2009).