Knowledge management as dynamic capabilities: does it work in emerging less developed countries?

Abstract

In the turbulent environments of today, knowledge management as dynamic capabilities have become the key for achieving and sustaining a competitive advantage. However, relevant research to date is mostly conceptual in nature and mainly explored in the context of advanced, developed countries while, at the same time, little empirical evidence has been found in investigating a dynamic capapbility view of knowledge management. This study aims to fill the perceived gaps by developing and empirically testing a theoretical model of knowledge management process capabilities in Vietnam, an emerging Asian less developed economy. The key findings supported the dynamic capability view of knowledge management demonstrating that knowledge management process capabilities significantly contribute to a firm’s competitive advantage, among which knowledge application processes were found to be the most important dimension.