Authors: Oluyomi Abayomi Osobajo; Bassam Bjeirmi
Addresses: Aberdeen Business School, Robert Gordon University, Garthdee Road, Aberdeen, Scotland, AB10 7QE, UK ' Scott Sutherland School of Architecture and Built Environment, Robert Gordon University, Sir Ian Wood Building, Garthdee Road, Aberdeen, Scotland, AB10 7QB, UK
Abstract: This paper investigates the role of tacit knowledge in establishing competitive advantage using the resource-based view (RBV) theory. A framework for studying tacit knowledge, organisational performance, value creation and competitive advantage is introduced and used to analyse the oil and gas industry. The findings show that value creation and improved organisational performance play a mediating role between tacit knowledge and competitive advantage. On the one hand, the findings suggest an indirect relationship between tacit knowledge and competitive advantage, and it was instrumental when directed at creating avenues for improving organisational performance and innovations, i.e., value creation, which places an organisation in a competitive advantage position. On the other hand, organisational performance, which has a direct relationship with value creation has an indirect relationship with a competitive advantage.
Keywords: resource-based view; RBV; tacit knowledge; organisational performance; value creation; competitive advantage; upstream oil and gas sector.
International Journal of Knowledge Management Studies, 2021 Vol.12 No.3, pp.203 - 226
Received: 20 Feb 2019
Accepted: 14 Jan 2020
Published online: 20 Apr 2021 *