Abstract
Knowledge acquisition begins with identifying knowledge in an organization's external environment and concludes with transforming that knowledge into a representation that can be used by the organization. This can manifest as any of 10 kinds of activities belonging to the knowledge acquisition class. This paper identifies and tests each kind of knowledge acquisition activity and finds empirical support for the propositions that the kinds of activities in the knowledge acquisition class can be performed in ways contributing to an organization's competitiveness. Additionally, for 9 of the 10 knowledge acquisition activities, the study offers empirical support that when technology is more important in the way activities are performed, those activities yield more strongly positive competitive impacts. Implications for practitioners and researchers are discussed. Copyright © 2015 John Wiley & Sons, Ltd.
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