Knowledge-based capabilities and their impact on performance: a best practice management evaluation

Battor, Moustafa ORCID logoORCID:, Zairi, Mohamed and Francis, Arthur (2008) Knowledge-based capabilities and their impact on performance: a best practice management evaluation. Business Strategy Series, 9 (2) . pp. 47-56. ISSN 1751-5637 [Article] (doi:10.1108/17515630810857012)


Purpose – It is widely acknowledged that customer relationship management (CRM), market orientation, organizational learning and innovation are the most critical knowledge-based capabilities required to achieve superior performance. The purpose of this paper is to identify management practices that are necessary to develop these capabilities. Design/methodology/approach – The findings of this paper are based on the analysis of a number of best practice case studies that have been published on many subjects, including, for example, strategic marketing, relationship marketing and knowledge management. Findings – Successful companies are configurations of management practices that enable the development of knowledge-based capabilities. This paper identifies the factors that give a firm superior knowledge-based capabilities. Practical implications – The paper provides managers with some insights into how to develop better knowledge-based capabilities. Originality/value – The paper highlights a set of attitudes and practices that are necessary for firm success in today’s competitive environment.

Item Type: Article
Research Areas: A. > Business School > International Management and Innovation
A. > Business School > Strategic Marketing, Consumer Behaviour and Branding/Identity group
Item ID: 10088
Useful Links:
Depositing User: Dr M Battor
Date Deposited: 14 Feb 2013 07:05
Last Modified: 13 Oct 2016 14:26

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