A Research Companion
Edited by Olympia Kyriakidou and Mustafa F. Özbilgin
Chapter 12: Knowledge Integration in Turbulent Environments: A Relational Perspective
12 Knowledge integration in turbulent environments: a relational perspective Laura A. Costanzo Introduction Considerable emphasis has been placed on the sources of competitive advantage in business contexts dominated by a fast pace of change. Computing, telecommunication, ﬁnancial services and many others are examples of some of the industries characterized by hyper-competition (D’Aveni, 1994). In these contexts, in order to succeed, ﬁrms are compelled to adopt strategies of continuous change (Brown & Eisenhardt, 1997; Eisenhardt & Brown, 1999; Hamel & Välikagas, 2003). This has also required an increasing move towards greater internal ﬂexibility and management focus on critical resources and capabilities. The critical role of knowledge (Grant, 1996) and dynamic capabilities (Teece et al., 1997), which are recognized as the most important ﬁrm’s assets for competitive advantage, is well documented in the literature. In the meantime, there has also been an increasing research focus on the type of organizational systems and management practices that enact ﬁrm’s adaptation to external changes. Minimum structures, semi-structures, improvisation, modularity and networks are some of the organizational artefacts or solutions that many of today’s companies implement so that they can cope with the challenges that frequent and rapid change poses to their organization. A considerable established body of literature on innovative forms of organization (Lewin & Volberda, 1999; Dijksterhuis et al., 1999; Ilinitch et al., 1996; Whittington et al., 1999) oﬀers rich insights into the issues of organizational design and adaptation. Also, the social network theory (Granovetter, 1973) extensively elucidates on the relationship between forms of ﬁrms’ collaboration...
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