Abstract
The worldwide competitive struggles in high-tech environment such as knowledge-based companies have featured the necessity to infer how competitive advantage is gained. Dynamic capabilities as the origin of competitive advantage emphasize the changing character of the environment and nature of future competition, acceleration in innovation growth, and the main role of strategic management in adaption, integration, and reconfiguration of organizational skills, resources, and working competences toward shifting environment. The recent inquiry is based on an interpretive paradigm and an inductive approach. The qualitative part of the research is conducted with exploratory purpose through grounded theory strategy. In quantitative part of study, it is continued with explanatory and descriptive purposes through survey and correlational research strategies. The probe concepts and variables are analyzed in 30 top knowledge-based companies located at growth centers of 6 high-ranking universities of Iran working on electronics and informatics field. The results of the research indicate that achieving knowledge-centricity main phenomenon through dynamic capabilities requires presence of value creation on the basis of resource orientation together with competences. The knowledge-based companies can reach the summit and sustainable success in the knowledge-centricity main phenomenon when they consider two kinds of specialized paths related to the differentiation strategies and knowledge-based strategies. Along with these two paths, contextual factors of environmental cognition, knowledge management and knowledge approaches, and the intervening conditions of branding and brand management, and strategic agility are identified that have a positive and significant effect on both strategies. The final designed model explicates how to gain competitive advantage for the studied companies through dynamic capabilities with regard to the differentiation and the knowledge-based approaches.
Highlights
The companies’ chief question in the field of strategic management is how to obtain and sustain competitive advantage
In technology service organizations (TSOs), the differentiation strategy and operational independence have been examined in the process of innovation and the results reveal that they have a positive impact on the innovation process (Das & Joshi, 2007)
The results of an in-depth interview with their experts and a precise study on research literature, theoretical frameworks and concepts which has led to a comprehensive model show that achieving knowledge-centricity main phenomenon through dynamic capabilities requires presence of value creation on the basis of resource orientation together with competences
Summary
The companies’ chief question in the field of strategic management is how to obtain and sustain competitive advantage Confronting this challenge can be pursued by the dynamic capabilities approach, which opens the way for firms to analyze the sources of value creation. This approach is related to rivalry based on innovation, competition in pricing policies, optimization of performance, augmentation of returns, and creative alteration of preceding competences. Successful firms are able to demonstrate convenient responsiveness and product innovation, coupled with knowledge-based strategies to make customers buy a brand and make them pull towards a differentiated product or service Under this term, one knowledge-based company is able to coordinate and rearrange internal and external competences towards competitive advantage through dynamic capabilities
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