Ken G Smith
Biographic Data
| ID | 3610617 |
|---|---|
| NAME | Ken G Smith |
| GIVEN NAMES | Ken G |
| FAMILY NAME | Smith |
| SIGNATURE | SMITH K G |
| AFFILIATIONS | University of Maryland |
| VERIFIED | No |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 4 |
| WORKS AS AUTHOR | 7 |
| WORKS AS EDITOR | 1 |
| FIRST PUBLICATION YEAR | 1986 |
| LATEST PUBLICATION YEAR | 2015 |
| H-INDEX | 1 |
Creative Destruction
Austrian economist Joseph Schumpeter identified the term, creative destruction as an evolutionary process within capitalism that “revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating the new one.” It is this “perennial gale” that every firm operates in, and in that “every piece of business strategy acquires its true significance”.
Value Creation and Value Capture
As an introduction to the special issue topic of value creation, we define value creation in terms of use value and exchange value and discuss some of the key issues related to its study, including the topic of value capture. Although the definition of value creation is common across levels of analysis, the process of value creation will differ based on whether value is created by an individual, an organization, or society. We use the concepts of…
Knowledge Exchange and Combination
In this study, we developed and tested a theory of how human resource practices affect the organizational social climate conditions that facilitate knowledge exchange and combination and resultant firm performance. A field study of 136 technology companies showed that commitment-based human resource practices were positively related to the organizational social climates of trust, cooperation, and shared codes and language. In turn, these measures…
The Interplay Between Exploration and Exploitation
Exploration and exploitation have emerged as the twin concepts underpinning organizational adaptation research, yet some central issues related to them remain ambiguous. We address four related questions here: What do exploration and exploitation mean? Are they two ends of a continuum or orthogonal to each other? How should organizations achieve balance between exploration and exploitation—via ambidexterity or punctuated equilibrium? Finally, mus…
Existing Knowledge, Knowledge Creation Capability, and the Rate of New Product Introduction in High-Technology Firms
A field study of top management teams and knowledge workers from 72 technology firms demonstrated that the rate of new product and service introduction was a function of organization members' ability to combine and exchange knowledge. We tested the following as bases of that ability: the existing knowledge of employees (their education levels and functional heterogeneity), knowledge from member ego networks (number of direct contacts and strength…
Great minds in management
Laughing at the way we see
Organizational maturation and professional management
Organizational maturation and professional management
Laughing at the way we see
Existing Knowledge, Knowledge Creation Capability, and the Rate of New Product Introduction in High-Technology Firms
A field study of top management teams and knowledge workers from 72 technology firms demonstrated that the rate of new product and service introduction was a function of organization members' ability to combine and exchange knowledge. We tested the following as bases of that ability: the existing knowledge of employees (their education levels and functional heterogeneity), knowledge from member ego networks (number of direct contacts and strength…
Great minds in management
Knowledge Exchange and Combination
In this study, we developed and tested a theory of how human resource practices affect the organizational social climate conditions that facilitate knowledge exchange and combination and resultant firm performance. A field study of 136 technology companies showed that commitment-based human resource practices were positively related to the organizational social climates of trust, cooperation, and shared codes and language. In turn, these measures…
The Interplay Between Exploration and Exploitation
Exploration and exploitation have emerged as the twin concepts underpinning organizational adaptation research, yet some central issues related to them remain ambiguous. We address four related questions here: What do exploration and exploitation mean? Are they two ends of a continuum or orthogonal to each other? How should organizations achieve balance between exploration and exploitation—via ambidexterity or punctuated equilibrium? Finally, mus…
Value Creation and Value Capture
As an introduction to the special issue topic of value creation, we define value creation in terms of use value and exchange value and discuss some of the key issues related to its study, including the topic of value capture. Although the definition of value creation is common across levels of analysis, the process of value creation will differ based on whether value is created by an individual, an organization, or society. We use the concepts of…
Creative Destruction
Austrian economist Joseph Schumpeter identified the term, creative destruction as an evolutionary process within capitalism that “revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating the new one.” It is this “perennial gale” that every firm operates in, and in that “every piece of business strategy acquires its true significance”.
Economics (7 works) · Computer Science (6 works) · Business (5 works) · Management (5 works) · Innovation and Knowledge Management (4 works) · Knowledge management (4 works) · Management and Organizational Studies (3 works) · Process (computing) (3 works) · Psychology (3 works) · Artificial Intelligence (2 works)