The effect of knowledge complexity on the strategic value of technological capabilities Online publication date: Wed, 27-Jul-2011
by Fernando E. Garcia-Muina, Eva Pelechano-Barahona, Jose Emilio Navas-Lopez
International Journal of Technology Management (IJTM), Vol. 54, No. 4, 2011
Abstract: This paper analyses the relationships between knowledge complexity and technology-based competitive advantage sustainability via barriers to imitation and substitution of capabilities. The theoretical treatment of the complexity construct and the separate analysis of imitability and substitutability of technological assets contribute to improving our understanding of these relations. The empirical evidence from a sample of Spanish biotech companies indicates that complex capabilities are better protected from imitation. But the results for barriers to substitution show that an excessive proportion of complex tacit knowledge may have a negative effect on competitive advantage sustainability, as it reduces interested agents' confidence in the technology, and hence, encourages competitors to seek more attractive alternatives.
Online publication date: Wed, 27-Jul-2011
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology Management (IJTM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email firstname.lastname@example.org