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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 firm's competitive advantage rests on dynamic capabilities which enable a firm to constantly renew the stock of ordinary organizational capabilities in accordance with the 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.
List of contents
Chapter 1. Introduction.- Chapter 2. Review of Literature.- Chapter 3. Research Methodology.- Chapter 4. Organizational Profile.- Chapter 5. Knowledge-Based Dynamic Capabilities and Competitive Advantage: Data Analysis and Interpretations.- Chapter 6. Summary of Findings, Conclusions and Suggestions.
About the author
Vaneet Kaur is a Visiting Professor of Organizations, Strategy and International Management at University of Texas at Dallas, USA. She previously worked as a Lecturer at the Faculty of Business Studies at the University of Jammu (India). She has earned her doctorate from The Business School at the University of Jammu. She holds an MBA in International Business from the University of Jammu. She is a Faculty of Business Studies, University of Jammu University Gold Medalist in MBA and University Silver Medalist in Business Commerce. She had been awarded Maulana Azad National Fellowship for her PhD research work by Government of India for a period of 5 years.
Summary
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 firm’s competitive advantage rests on dynamic capabilities which enable a firm to constantly renew the stock of ordinary organizational capabilities in accordance with the 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.
