Knowledge‐based capabilities and their impact on performance: a best practice management evaluation

Abstract

Purpose It is widely acknowledged that customer relationship management (CRM), market orientation, organizational learning and innovation are the most critical knowledge‐based capabilities required to achieve superior performance. The purpose of this paper is to identify management practices that are necessary to develop these capabilities. Design/methodology/approach The findings of this paper are based on the analysis of a number of best practice case studies that have been published on many subjects, including, for example, strategic marketing, relationship marketing and knowledge management. Findings Successful companies are configurations of management practices that enable the development of knowledge‐based capabilities. This paper identifies the factors that give a firm superior knowledge‐based capabilities. Practical implications The paper provides managers with some insights into how to develop better knowledge‐based capabilities. Originality/value The paper highlights a set of attitudes and practices that are necessary for firm success in today's competitive environment.