Network ties, entrepreneurial creativity and competitive advantage: the moderating role of knowledge integration capability
Abstract
This study aims to examine the moderating effect of knowledge integration capability on the relationship between business ties, political ties, and entrepreneurial creativity on competitive advantage. We present the first model that links the ability to integrate knowledge, network ties, and entrepreneurial creativity with the background of MSMEs in Indonesia. This study’s data collection method is a questionnaire survey given to Indonesian MSME entrepreneurs. Meanwhile, 358 questionnaires have been qualified for further processing as part of the random sampling approach used in this study’s sample collection. Additionally, the survey data were acquired through the use of SmartPLS, and the study’s findings indicate that business ties, political ties, and entrepreneurial creativity all favorably impact competitive advantage. Knowledge integration capability reinforces the influence of business ties and entrepreneurial creativity on competitive advantage. But knowledge integration capability is unable to counteract the impact of political ties on competitive advantage. The results complement the literature related to the use of knowledge resources in achieving competitive advantage. Considering the important role of knowledge integration capability in the escalation of competitive advantage in corporations, MSME entrepreneurs are strongly advised to consider the available resource of knowledge. To preserve the competitive advantage, knowledge should be continuously expanded.
Keyword : business ties, political ties, entrepreneurial creativity, competitive advantage, knowledge integration capability
How to Cite
Juniariani, N. M. R., & Agustia, D. (2024). Network ties, entrepreneurial creativity and competitive advantage: the moderating role of knowledge integration capability. Business: Theory and Practice, 25(2), 377–386. https://doi.org/10.3846/btp.2024.18947
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Hunitie, M. (2018). Impact of strategic leadership on strategic competitive advantage through strategic thinking and strategic planning: A bi-meditational research. Business: Theory and Practice, 19, 322–330. https://doi.org/10.3846/btp.2018.32
Jyoti, J., & Dev, M. (2015). The impact of transformational leadership on employee creativity: The role of learning orientation. Journal of Asia Business Studies, 9(1), 78–98. https://doi.org/10.1108/JABS-03-2014-0022
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Kianto, A., Shujahat, M., Hussain, S., Nawaz, F., & Ali, M. (2019). The impact of knowledge management on knowledge worker productivity. Baltic Journal of Management, 14(2), 178–197. https://doi.org/10.1108/BJM-12-2017-0404
Koch, A. (2011). Firm-internal knowledge integration and the effects on innovation. Journal of Knowledge Management, 15(6), 984–996. https://doi.org/10.1108/13673271111179325
Kogut, B., & Zander, U. (1992). Knowledge of the firm. Combinative capabilities, and the replication of technology. Organization Science, 3(3), 383–397. https://doi.org/10.1287/orsc.3.3.383
Lee, S., & Kim, B. G. (2017). The impact of qualities of social network service on the continuance usage intention. Management Decision, 55(4), 701–729. https://doi.org/10.1108/MD-10-2016-0731
Lee, T. (2019). Management ties and firm performance: Influence of family governance. Journal of Family Business Strategy, 10(2), 105–118. https://doi.org/10.1016/j.jfbs.2018.12.003
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