Existing research on knowledge-competency-competitiveness relationship has traditionally viewed competence as either an intervening or dependent variable (for example Li and Catalantone, 1998; Sanchez, 2001; Sanchez and Heene, 2004). While a knowledge management strategy is crucial in attaining competitive advantage, a suitable knowledge strategy cannot be effectively devised and implemented in the absence of organizational competence. Competence therefore, plays a critical role in the knowledge-competitiveness relationship, which suggests that a focus on improving competencies is needed if knowledge is to be optimally converted to competitive advantage. In order to establish the exact nature of these relationships and the degree to which they contribute to improved competitiveness in Kenya’s commercial book publishing industry, empirical tests were carried out using a census survey that covered 118 book publishing firms in Kenya. The study showed that knowledge management strategy and organizational competence are very dependent on each other, and that a successful knowledge management strategy is to a great extent dependent on the presence of organizational competence and vice versa. Each factor nevertheless individually contributes to increased competitiveness even in the absence of the other. However, the interaction between these two factors did not necessarily result in more competitiveness in firms.
|Keywords:||Knowledge Management, Strategy, Competencies, Capabilities, Competitiveness, Book Publishing|
Doctoral Student, School of Business, University of Nairobi, Nairobi, Nairobi, Kenya
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