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Knowledge theories have developed over the past 30 years (Polanyi, 1966). However, it is only recently that knowledge has become regarded valuable asset in corporate boardrooms. Knowledge acquisition has become a critical resource for creating and sustaining competitive advantage as the competitive environment continues to intensify (Hitt, Ireland, & Lee, 2000). As with other corporate assets, the processes surrounding the creation and transfer of knowledge must be managed with significant insight to derive the most value from knowledge investments (Bhagat, Kedia, Harveston, & Triandis, 2002; Conner & Prahalad, 1996; Davenport & Prusak, 1998; Edvinsson & Malone, 1997; Stewart, 1997). The purpose of this chapter is to examine the significance of managing knowledge both within firm (internal knowledge) and across the value chain (external knowledge) for small and large firms. First, we review the literature on knowledge management systems and propose some hypotheses for internal and external knowledge management. Next, we present the data and follow this with the results. Discussion of the results follows, and the chapter closes with a number of managerial implications, limitations, and suggestions for future research.

The purpose of this research is to investigate knowledge management in the textile industry specifically through the relationships and interconnections of knowledge management systems, strategy and firm performance across the value chain.

This research examines the process of acquisition, retention, maintenance, and retrieval of knowledge both within the firm through organizational memory and across the value chain. A series of case studies examines how Invista (a Du Pont subsidiary) manages knowledge internally and externally through relationships with downstream partners across a single value‐chain within the textile industry. Qualitative interviews assess the “state of the industry” regarding knowledge management systems.

Differentiation through knowledge is difficult in practice. Invista has taken the first steps to develop knowledge management systems that connect the internal and external knowledge base to gain competitive advantage. Establishing internal knowledge management systems for organizational memory creates opportunities to minimize knowledge isolation in functional departments and creates a greater base for tacit learning to be leveraged. External knowledge management systems bring value chain members closer together and add value to the product (i.e. increased quality, customer perceptions of brand platforms) throughout the value chain. Active external knowledge systems create opportunities to reap the full benefits of internal knowledge and knowledge from other firms within the network.

This paper describes the process of acquisition, retention, maintenance, and retrieval of knowledge within the firm by improving organizational memory and across the value chain through knowledge management systems to gain competitive advantage.

Using a series of case studies, we show that global mindset is at the heart of global growth and opportunity for entrepreneurial ventures. We review how having an entrepreneurial mindset and international experience influence the rapidity of internationalization by discussing the entrepreneurial process and how the global mindset of founders of born global firms influences their choices in the competitive landscape. This chapter closes with a discussion of a continuum — globalization frustrated (focusing on firms with entrepreneurs that have global mindsets but cannot internationalize) to globalization mandated (focusing on firms that are forced to be global).

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Like many other industries, textiles companies in the US no longer have things all their own way. The increasing threat from low cost manufacturers in countries like China, India and Vietnam has seen to that. And since competing on price is effectively a no go, remaining competitive demands an alternative approach. Invista is one organization clearly up for the challenge. The company employs differentiation strategies in its apparel division and can boast products with features distinctive enough to enable them to stand out from the low cost crowd. Invista is not a world leader in integrated fibers for nothing. Dr. Samuel Johnson once said that the next best thing to knowing something is knowing where to find it. Almost three centuries on, the English writer's words are no less significant. Invista obviously endorses his sentiments because knowledge management (KM) is at the core of the company's differentiation strategies. And since differentiation requires the transfer of complex knowledge, the importance of effective KM cannot be overstated.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Following a brief history of cataloguing and the MARC format this paper describes current challenges in developing suitable international formats and cataloguing rules for dealing with electronic resources. Extensive references to the past and current literature provide an overview of the problems faced.