El Análisis Humanístico de la Acción Directiva

Las organizaciones sostenibles, en todos los sectores de la sociedad deben estar regidas por directivos éticos y responsables, que presten atención a lo que aportan a la sociedad y para la socieda

A digital solution to improve communication efficiency between environmental sensors and webservers (the osd2ERDDAP API).

The purpose of this report is to document the communications protocol and test system osd2ERDDAP developed as part of the Enhancing Climate Observations, Models and Data (ECO MAD) project. The approach allows deployed sensors to telemeter small quantities of arbitrary tabular Ocean Science Data (osd) directly to an ERDDAP server via the Internet in a way that is more efficient for the sensor than using ERDDAP’s existing HTML Forms interface. ERDDAP is a data server that provides a simple and consistent way to download subsets of scientific datasets in common file formats and make graphs and maps. It is the online server used by the British Oceanographic Data Centre (BODC) and National Oceanic and Atmospheric Administration (NOAA) to publicly share environmental data in a format that meets international data management standards. Future use of this API with a range of ocean sensors and ERDDAP will increase the efficiency of data streaming. In turn this reduces power (and associated maintenance) requirements that is vital to deliver low-cost long-term monitoring networks, which support climate research and the management of climate impacts

Book Review: Foundations of Entrepreneurship and Economic Development

This is a book review

Why Marketing To Women Doesn’t Work

At some time in the future the recession will end. But what will happen then? How will customers respond to organizations that mistreated them in the past? What can organizations do now? Marketing Through Turbulent Times addresses these questions by tying together four themes: democracy, economic recession, individual depression and customer-centred strategies. Written for decision makers who want to ensure that their marketing strategies are not only relevant for today\u27s difficult environment but will also provide a solid foundation for future growth, this book is an invaluable resource for anyone making strategic marketing decisions. Marketing Through Turbulent Times is a common sense, accessible book about marketing that provides a range of tools, principles and approaches for managers wanting to fine tune their current marketing strategies today and identify innovative growth opportunities which will allow them to lead their organization toward a robust future -Provided by publisher.https://scholarship.claremont.edu/cgu_facbooks/1030/thumbnail.jp

Knowledge Management, Innovation, and Firm Performance

Purpose – To provide important empirical evidence to support the role of knowledge management within firms. Design/methodology/approach – Data were collected using a mail survey sent to CEOs representing firms with 50 or more employees from a cross-section of industries. A total of 1,743 surveys were mailed out and 443 were returned and usable (27.8 percent response rate). The sample was checked for response and non-response bias. Hypotheses were tested using structural equation modelling. Findings – This paper presents knowledge management as a coordinating mechanism. Empirical evidence supports the view that a firm with a knowledge management capability will use resources more efficiently and so will be more innovative and perform better. Research limitations/implications – The sample slightly over-represented larger firms. Data were also collected in New Zealand. As with most studies, it is important to replicate this study in different contexts. Practical implications – Knowledge management is embraced in many organizations and requires a business case to justify expenditure on programs to implement knowledge management behaviours and practices or hardware and software solutions. This paper provides support for the importance of knowledge management to enhance innovation and performance. Originality/value – This paper is one of the first to find empirical support for the role of knowledge management within firms. Further, the positioning of knowledge management as a coordinating mechanism is also an important contribution to our thinking on this topic

Innovation and knowledge management

There are two primary aims of this thesis: to develop a measure of knowledge management and then to use that measure to determine whether innovation and performance are consequences of effective knowledge management. In this thesis, knowledge is positioned as a critical resource, with both tangible and intangible attributes. The effective management of knowledge can be considered a competency that enables a greater level of service to be extracted from other resources. Given its importance, this thesis argues that managers need to be able to identify and measure effective knowledge management practices and behaviours in order to enhance the creation of sustainable competitive advantages, such as innovation, that flow from heterogeneous resources. Along with specific guidelines for managers, this thesis also provides managers with a useful tool for measuring a knowledge management orientation, the strategic direction that guides the development of effective knowledge management practices and behaviours. The benefits to managers will come not only from identifying knowledge management practices and behaviours but once identified, practices and behaviours can be developed and nurtured and linked to consequences such as innovation and firm performance. Knowledge management is defined in this study as comprising three components: knowledge acquisition, knowledge dissemination and responsiveness to knowledge. The results of this study show that responsiveness to knowledge is the most critical factor affecting innovation and performance. To have a knowledge management-orientation, a firm needs to acquire knowledge from or about employees, the market, the financial status of the firm and science. It needs to disseminate knowledge using a combination of five factors: dissemination of market information, dissemination of knowledge on-thejob, the use of techniques such as quality circles, mentoring and coaching and written case notes, the use of written communication practices and the use of technology to facilitate communication. Lastly, the firm needs to demonstrate five behaviours related to responsiveness to knowledge: responding to knowledge about customers, technology and competitors, focusing on the activities of the marketing functron and being flexible and opportunistic. To develop new to the world innovations, firms need to have a science and technology human capital profile, work in partnership with international customers, get information from market surveys and respond to financial information about products and services. For all types of incremental innovation (including new to the firm innovations), firms have to be sensitive to information about changes in the marketplace, get information from market surveys, use technology to disseminate knowledge, be flexible and opportunistic and respond to financial information about products and services. The analysis then moved beyond simply looking at innovation as an outcome to consider performance as an outcome. Neither knowledge acquisition nor dissemination was found to directly affect performance. However, the results provided conclusive evidence that responding to knowledge will affect performance. Following more detailed investigation, only one responsiveness factor emerged as being important: responding to financial information about products and services. The relationship between innovation and performance was, to say the least, tenuous. This thesis makes important contributions to existing theory by addressing many of the challenges of the market-orientation and resource-based view of the firm schools of thought. The treatment of knowledge in this thesis is important because knowledge is not only presented as a resource, and therefore consistent with the resource-based view of the firm, but also the effective management of knowledge is presented as an important ingredient for firms wanting to extract better quality services from other resources. This perspective calls on Penrose's (1959) earlier work upon which the resource-based view is based but revisits Penrose's intent, something many writers in the resource-based view literature have overlooked. Aside from this important contribution, this thesis makes many other noteworthy contributions. First, the knowledge management scales developed in this thesis are grounded in Kohii and Jaworski's (1990) work on a market-orientation and therefore provide the possibility of enriching existing market-orientation scales through their internal and external focus and more comprehensive coverage of firm behaviours. Second, the knowledge management scales also indirectly contribute to a measure of a learning-orientation. Slater and Narver (1995) suggest that the market-orientation scale could only be used to measure a learning-orientation if its scope was broadened; the scale presented in this thesis achieves breadth. Third, the knowledge management scales answer challenges against the resource-based school because the very nature of the scales encompasses both internal and external forces related to knowledge management.UnpublishedDarroch, J., & McNaughton, R. (2001). The importance of knowledge dissemination to new service development. Paper presented at the Australasian Services Research Workshop, Dunedin, February 13-16. Darroch, J., McNaughton, R. & Shaw, V. (2001). Toward and understanding of knowledge management. Paper presented at the R&D Management Conference, Wellington, February 6 - Darroch, J., & McNaughton, R. (2001). What Influence Do Knowledge Management Practices Have On Innovation? Paper presented at the 4th World Congress on Intellectual Capital, Ontario, January 17-19. Darroch, J. Shaw, V. & McNaughton, R. (2000). Knowledge management practices and innovation. Paper presented at the IEEE International Conference on Management of Innovation and Technology, Singapore, November 12- 15.ISBN 0-7803-6652-2, pp. 684-689 Darroch, J. (2001). Understanding why sharing knowledge is the key to business success. A Marcus Evans conference, Wellington, December 5-6. Darroch, J. and McNaughton, R. (2002). Examining the link between knowledge management practices and types of innovation, in Bontis, N. and Bart, C. (eds), Conference Proceedings of the 5th World Congress on the Management of Intellectual Capital, ISBN 0-9688213-2-4, Hamilton, Canada. Darroch, J. and McNaughton R. (2002) Developing a measure of knowledge management, in Brontis, Nick (ed) World Congress on Intellectual Capital Readings, Boston: Butterworth-Heinemann, ISBN 0-7506-7475-X pp. 226-242 Darroch, J. & McNaughton, R. Knowledge management practices in New Zealand (first revisions have been completed for the European Journal of Marketing). Darroch, J. & McNaughton, R. Knowledge management in technology-intensive firms (under review with the Journal of Engineering and Technology Management). The research has also gained considerable media attention: Darroch, J. (2001). Effective knowledge management benefits the 'bottom line'. [Interview by Grant McIver], Otago News, August. Darroch, J. (2001). Knowledge management and innovation. [Television interview by M.Wilson], TV1, Telstra Business, 29 August. Darroch, J. & McNaughton, R. (2001). The next wave: Knowledge as a power tool. [Interview by Karyn Scherer], NZ Herald, 27 July. Darroch, J. (2001). The world turns to Otago for business knowledge. [Interview by Brigid Feely], He Kitenga, University of Otago Research Highlights 2001. Aaker, D. A., V. Kumar, and G. S. Day (2001), Marketing Research (7th ed.). NY: John Wiley. Abbey, A. (1983). "R & D work climate and innovation in semiconductors." Academy of Management Journal 26(2): 362-368. Akirnova, I. (2000). "Development of market-orientation and competitiveness of Ukrainian firms." European Journal of Marketing 34(9/10): 1128-1148. Ali, A. (1994). "Pioneering versus incremental innovation: review and research propositions." Journal of Product Innovation Management 11: 46-61. Alvesson, M. (1993). "Organisations as rhetoric: knowledge-intensive firms and the struggle with ambiguity." Journal of Management Studies 30(6): 997-1015 Alvontis, G. J. and S. P. Gournaris (1999). "Marketing orientation and its determinants: an empirical analysis." European Journal of Marketing 33(11/12): 1003-1037. Alvontis, G. J., Papstathopoulou, P.G. and S. P. Gournaris (2001). "An empirically-based typology of product innovativeness for new financial services: success and failure scenarios." The Journal of Product Innovation Management 18: 324-342. Amabile, T. M., R. Conti, H. Coon, J. Lazenby and M. Herron (1996). "Assessing the work environment for creativity." Academy of Management Journal 39(5): 1154-1184. Ambler, T. and F. Kokkinaki (1997). "Measures of marketing success." Journal of Marketing Management 13(October): 665-678. Anderson, N. and M. A. West (1996). "The Team Climate Inventory: development of the TCI and its applications in teambuilding for innovativeness." European Journal of Work and Organisational Psychology 5(1): 53-66. Anderson, P. and M. L. Tushman (1991). "Managing through cycles of technological change." Research Technology Management 34(3): 26-31. Andrews, K. (1980). The concept of corporate strategy. Ill: Irwin. Anon (1999). "Survey: innovation in industry." The Economist(20 February): 5- 24. Antonelli, C. (1999). "The evolution of the industrial organisation of the production of knowledge." Cambridge Journal of Economics 23: 243-260. Appiah-Adu, K. (1997). "Market-orientation and performance: do findings established in large firms hold in the small business sector'?" Journal of Euro- Marketing 6(3): 1-26. Argote, L. and P. Ingram (2000). "Knowledge transfer: a basis for competitive advantage in firms." Organisational Behavior and Human Decision Processes 82(1): 150-169. Argyris, C. (1994). "Good communication that blocks learning." Harvard Business Review (July-August): 77-86. Arundel, A., K. Smith, P. Patel and G. Sirilli (1998). The future of innovation measurement in Europe, Step Group. Atuahene-Gima, K. (1996). "Market-orientation and innovation." Journal of Business Research 35: 93-103. Atuahene-Gima, K. and F. Evangelista (2000). "Cross-functional influence in new product development: an exploratory study of marketing and R & D perspectives." Management Science 46(10): 1269-1284. Augier, M. and M. T. Vendele (1999). "Networks, cognition and management of tacit knowledge." Journal of Knowledge Management 3(4): 252-261. Ayers, D., R. Dahlstrom, and S. J. Skinner (1997). "An exploratory investigation of organizational antecedents to new product success. Journal of Marketing Research 34(Feb): 107-116. Baker, W. E. and J. M. Sinkula (1999). "The synergistic effect of marketorientation and learning-orientation on organisational performance." Academy of Marketing Science 27(4): 411-427. Balachandra, R. and J.H. Friar, (1997) "Factors for success in R&D projects and new product innovation: a contextual framework." IEEE Transactions on Engineering Management 44(3): 276-287 Balakrishnan, S. (1996). "Benefits of customer and competitive orientations in industrial markets." Industrial Marketing Management 25: 257-269. Ballyntyne, D. (2000). Reframing internal marketing. Australasian Services Research Workshop, Melbourne. Barczak, G. (1991). "Communications patterns of new product development team leaders." IEEE Transactions on Engineering Management 38(2): 101-109. Barney, J. (1991). "Firm resources and sustained competitive advantage." Journal of Management 17(1): 99-120, Bassie, L. .1. (1997). "Harnessing the power of intellectual capital." Training and Development 51(12): 25-30. Baumol, W. J. (1959). Business behaviour, value and growth. NY: Macmillan. Beijerse, R. P. (1999). "Questions in knowledge management: defining and conceptualising a phenomenon." Journal of Knowledge Mana ement 3(2), Benham, F. (1938). Economics. London, Pitman. Bennett, R. and H. Gabriel (1999). "Organisational factors and knowledge management within large marketing departments: an empirical study." Journal of Knowledge Management 3(3): 212-225. Bennett, R. C. and R. G. Cooper (1981). "The misuse of marketing: an American tragedy." Business Horizon 25: 51-61. Bhatt, G. D. (2000). "Organizing knowledge in the knowledge development cycle." Journal of Knowledge Management 4(1): 15-26. Bhoovaraghavan, S., A. Vasudevan, and R. Chandran, R. (1996). "Resolving the process versus product innovation dilemma: a consumer choice theoretic approach". Management Science 42(2): 232-246 Booz Allen and Hamilton (1982). New products for the 1980s. New York, Booz, Allen and Hamilton. Brand, A. (1998). "Knowledge Management and Innovation at 3M." Journal of Knowledge Management 2(1): 17-22. Brown, J. S. and P. Duguid (1998). "Organizing knowledge." California Management Review 40(3): 90-111. Buckley, P. J. and M. J. Carter (2000). "Knowledge management in global technology markets." Long Range Planning 33: 55-71. Cadogan, J. W., A. Diamantopolous and C. Pahud de Mortanges (1999). "A measure of export market-orientation: scale development and cross-cultural validation." Journal of International Business Studies 30(4): 689-707. Calantone, R. J., S. K. Vickery and C. Droge (1995). "Business performance and strategic new product activities: an empirical investigation." Journal of Product Innovation Management 12: 214-223. Campbell, D. T. and D. W. Fiske (1959). "Convergent and discriminant validation by the multitrait-multimethod matrix." Psychological Buller' 56: 81-105. Capon, N., J. U. Farley, D. R. Lehrnann and J. M. Hulbert (1992). "Profiles of product innovators among large U.S. manufacturers." Management Science 38(2): 157-168. Carneiro, A. (2000). "How does knowledge management influence innovation and competitiveness?" Journal of Knowledge Management 4(2): 87-98. Carson, D., A. Gilmore, C. Perry and K. Gronhaus (2001). Qualitative Marketing Research. Sage: London Chandrashekaran, M., R. Mehta, R. Chandrashekaran and R. Grewal (1999). "Market motives, distinctive capabilities, and domestic inertia: a hybrid model of innovation generation." Journal of Marketin Research 36(1): 95-112. Chandy, R. K. and G. J. Tellis (1998). "Organizing for radical product innovation: the overlooked role of willingness to cannibalize." Journal of Marketing Research 35(November): 474-487. Chase, R. L. (1997). "The knowledge-based organisation: an international survey." Journal of Knowledge Management 1(1): 38-49. Chisea, V., P. Coughlan and C. A. Voss (1996). "Development of a technical innovation audit." Journal of Product Innovation Marketing 13: 105-136. Churchill Jr, G. A. (1979). "A paradigm for developing better measures of marketing constructs." Journal of Marketing Research 16: 64-73. Churchill Jr, G. A. and D. lacobucci (2002). Marketing Research: Methodological Foundations (8 th edition). Texas: Harcourts. Clark, B. H. (1999). "Marketing performance measures: history and interrelationships." Journal of Marketing Management 15: 711-732. Clarke, R., & McGuiness, T. (1987). The economics of the firm. Oxford: Basil Blackwell. Coase, R. H. (1937). "The nature of the firm". Economica, 32: 386-405. Cobbenhagen, J. (2000). Successful innovation: towards a new theor y for he management of small and medium-sized enterprises. Glos: Edward Elgar. Cockburn, I. M., R. M. Henderson and S. Stern (2000). "Untangling the origins of competitive advantage." Strategic Management Journal 21: 1123-1145. Collis, D. J. and C. A. Montgomery (1995) "Competing on resources - strategy in the 1990s. 'Harvard Business Review (July-August): 118-128 Connor, K. R. and C. K. Prahalad (1996). "A resource-based theory of the firm: knowledge versus opportunism." Organisation Science 7(5): 477-501. Conrad, C. A. (1999). "Market-orientation and the innovative culture: a preliminary empirical examination." Journal of Strategic Marketing 7: 229-236. Cooper, R. G. (1979). "The dimensions of industrial new product success and failure." Journal of Marketing 43(Summer): 93-103. Cooper, R. G. (1985). "Overall corporate strategies for new product development." Industrial Marketing Management 14(3): 179-193. Cooper, R. G. and E. J. Kleinschmidt (1987). "Success factors in product innovation." Industrial Marketing Management 16(3): 215-223. Cooper, R. G. and E. J. Kleinschmidt (1996). "Winning businesses in product development: critical success factors." Research-Technology Management 39(4): 18-29 Cyert, R. M., & March, J. G. (1992). A behavioural theory of the firm. Oxford: Basil Blackwell. Damanpour, F. (1991). "Organisational innovation: a meta-analysis of effects of determinants and moderators." Academy of Management Journal 34: 555-590. Daniel, E. and N. Tomkin (1999). "Firm-level benefits of radical innovation." Journal of General Management 24(4): 38-52. Darroch, J. (2001a). "Effective knowledge management benefits the 'bottom line'." [Interview by Grant McIver], Otago News, August. Darroch, J. (2001b). "Knowledge management and innovation." [Television interview by M.Wilson], TV I, Telstra Business, 29 August. Darroch, J. (2001c). "The world turns to Otago for business knowledge." [Interview by Brigid Feely], He Kitenga, University of Otago Research Highlights 2001. Darroch, J. & McNaughton, R. (2001). "The next wave: Knowledge as a power tool." [Interview by Karyn Scherer], NZ Herald, 27 July. Davenport, T. and L. Prusak (1998). Working knowledge. MA, Harvard University Press. Davenport, T. H., D, W. De Long and M. C. Beers (1998), "Successful knowledge management projects." Sloan Management Review 39(2): 43-57. David, D. and D. Foray (1996). Information distribution and the growth of economically valuable knowledge: a rationale for technological infrastructure policies. Technological infrastructure policy: an international perspective. M. Tuebal, D. Foray, M. Justman and E. Zuscovitch. Netherlands, Kulwer Academic Publishers: 87-116. Day, G. (1984). Strategic market planning: the pursuit of competitive advantage. Minnesota: West Publishing Day, G. (1994). "The capabilities of market-driven organisations." Journal of Marketing 58(October): 37-52. Day, G. S., B. Gold and T. D. Kuczmarski (1994). "Significant issues for the future or product innovation." Journal of Product Innovation Management 11: 69- 75. de Chernatony, L. and F. Dall'Olmo Riley (1998). "Defining a "brand": beyond the literature with experts' interpretations." Journal of Marketing Management 14: 417-443 Deng, S. and J. Dart (1994). "Measuring market-orientation: a multi-factor, multiitem approach." Journal of Marketing 10: 725-742. Dervin, B. (1998). "Sense-making theory and practice: an overview of user interests in knowledge seeking and use." Journal of Knowledge Management 2(2): 36-46. Deshpande, R., J. U. Farley and F. E. Webster Jr. (1993). "Corporate culture, customer-orientation, and innovativeness in Japanese firms: a quadrad analysis." Journal of Marketing 57(January): 23-37. Deshpande, R., and F. E. Webster Jr. (1989). "Organizational culture and marketing: defining a research agenda." Journal of Marketing 53(January): 3-15. Despres, C. and D. Chauvel (1999). "Knowledge management(s)." Journal of Knowledge Management 3(2): 110-120. Diamantopoulos, A. (1994). Modelling with LISREL: a guide for the uninitiated. Quantitative methods in marketing. G. J. Hooley and M. K. Hussey. London, Harcourt Brace. Diamantopoulos, A. and S. Hart (1993). "Linking market-orientation and company performance: preliminary evidence on Kohli and Jaworski's framework." Journal of Strategic Marketing 1: 93-121. Dobni, C. B. and G. Luffinan (2000). "Implementing marketing strategy through a market-orientation." Journal of Marketing Management 16(8): 895-916. Dosi, G. (1988). "Sources, procedures and microeconomic effects of innovation." Journal of Economic Literature 26(September): 1120-1171. Dosi, G., C. Freeman, R. Nelson, G. Silverberg and L. Soete, Eds. (1988). Technical Chan e and Economic Theory. London, Pinter. Dove, R. (1999). "Knowledge management, response ability, and the agile enterprise." Journal of Knowledge Management 3(1): 18-35. Doyle, P. and V. Wong (1998). "Marketing and competitive performance: an empirical study." European Journal of Marketing 32(5/6): 514-535. Drucker, P. F. (1954). The practice of management. NY, Harper and Row. Dyer, G. (2000). "Knowledge management crosses the chasm: IDC state of the market survey." Knowledge Management(March): 1-8. Dyer, J. H. and K. Nobeoka (2000). "Creating and managing a high performance knowledge-sharing network: the Toyota case." Strategic Management Journal 21: 345-367. Edvinsson, L. (1996). "Developing a model for managing intellectual capital." European Management Journal 14(4): 356-364. Engelbrecht, H-J. and J. Darroch (1999). "A comparative macro-level assessment of New Zealand's national innovation system." Prometheus, 17(3): 283-298. Ettlie, J. E., W. P. Bridges and R. D. O'Keefe (1984). "Organisation strategy and structural differences for radical versus incremental innovation." Management Science 30(6): 682-695. Ettlie, J. E. and A. H. Rubenstein (1987). "Firm size and product innovation." Journal of Product Innovation Management 4: 89-108. Fahey, L. and L. Prusak (1998). "The eleven deadliest sins of knowledge management." California Management Review 40(3): 265-276. Fahy, J. and A. Smithee (2000). "Strategic marketing and the resource based view of the firm." Academy of Marketing Science Review [online] 99(10): 1-23. Farrell, M. A. (2000). "Developing a market o

Developing a Measure of Knowledge Management Behaviors and Practices

Knowledge management has recently emerged as a new discipline and is generating considerable interest among academics and managers. Given its newness, there is still little guidance in the extant literature on how to measure knowledge management. This paper presents the first scale developed to measure knowledge management behaviors and practices and in so doing provides construct boundaries that should enable the development of a theory of knowledge management (Zaltman et al., 1973)

Marketing Through Turbulent Times

At some time in the future the recession will end. But what will happen then? How will customers respond to organizations that mistreated them in the past? What can organizations do now? Marketing Through Turbulent Times addresses these questions by tying together four themes: democracy, economic recession, individual depression and customer-centred strategies. Written for decision makers who want to ensure that their marketing strategies are not only relevant for today\u27s difficult environment but will also provide a solid foundation for future growth, this book is an invaluable resource for anyone making strategic marketing decisions. Marketing Through Turbulent Times is a common sense, accessible book about marketing that provides a range of tools, principles and approaches for managers wanting to fine tune their current marketing strategies today and identify innovative growth opportunities which will allow them to lead their organization toward a robust future --Provided by publisher.https://scholarship.claremont.edu/cgu_facbooks/1031/thumbnail.jp

Innovation and knowledge management

There are two primary aims of this thesis: to develop a measure of knowledge management and then to use that measure to determine whether innovation and performance are consequences of effective knowledge management. In this thesis, knowledge is positioned as a critical resource, with both tangible and intangible attributes. The effective management of knowledge can be considered a competency that enables a greater level of service to be extracted from other resources. Given its importance, this thesis argues that managers need to be able to identify and measure effective knowledge management practices and behaviours in order to enhance the creation of sustainable competitive advantages, such as innovation, that flow from heterogeneous resources. Along with specific guidelines for managers, this thesis also provides managers with a useful tool for measuring a knowledge management orientation, the strategic direction that guides the development of effective knowledge management practices and behaviours. The benefits to managers will come not only from identifying knowledge management practices and behaviours but once identified, practices and behaviours can be developed and nurtured and linked to consequences such as innovation and firm performance. Knowledge management is defined in this study as comprising three components: knowledge acquisition, knowledge dissemination and responsiveness to knowledge. The results of this study show that responsiveness to knowledge is the most critical factor affecting innovation and performance. To have a knowledge management-orientation, a firm needs to acquire knowledge from or about employees, the market, the financial status of the firm and science. It needs to disseminate knowledge using a combination of five factors: dissemination of market information, dissemination of knowledge on-thejob, the use of techniques such as quality circles, mentoring and coaching and written case notes, the use of written communication practices and the use of technology to facilitate communication. Lastly, the firm needs to demonstrate five behaviours related to responsiveness to knowledge: responding to knowledge about customers, technology and competitors, focusing on the activities of the marketing functron and being flexible and opportunistic. To develop new to the world innovations, firms need to have a science and technology human capital profile, work in partnership with international customers, get information from market surveys and respond to financial information about products and services. For all types of incremental innovation (including new to the firm innovations), firms have to be sensitive to information about changes in the marketplace, get information from market surveys, use technology to disseminate knowledge, be flexible and opportunistic and respond to financial information about products and services. The analysis then moved beyond simply looking at innovation as an outcome to consider performance as an outcome. Neither knowledge acquisition nor dissemination was found to directly affect performance. However, the results provided conclusive evidence that responding to knowledge will affect performance. Following more detailed investigation, only one responsiveness factor emerged as being important: responding to financial information about products and services. The relationship between innovation and performance was, to say the least, tenuous. This thesis makes important contributions to existing theory by addressing many of the challenges of the market-orientation and resource-based view of the firm schools of thought. The treatment of knowledge in this thesis is important because knowledge is not only presented as a resource, and therefore consistent with the resource-based view of the firm, but also the effective management of knowledge is presented as an important ingredient for firms wanting to extract better quality services from other resources. This perspective calls on Penrose's (1959) earlier work upon which the resource-based view is based but revisits Penrose's intent, something many writers in the resource-based view literature have overlooked. Aside from this important contribution, this thesis makes many other noteworthy contributions. First, the knowledge management scales developed in this thesis are grounded in Kohii and Jaworski's (1990) work on a market-orientation and therefore provide the possibility of enriching existing market-orientation scales through their internal and external focus and more comprehensive coverage of firm behaviours. Second, the knowledge management scales also indirectly contribute to a measure of a learning-orientation. Slater and Narver (1995) suggest that the market-orientation scale could only be used to measure a learning-orientation if its scope was broadened; the scale presented in this thesis achieves breadth. Third, the knowledge management scales answer challenges against the resource-based school because the very nature of the scales encompasses both internal and external forces related to knowledge management.UnpublishedDarroch, J., & McNaughton, R. (2001). The importance of knowledge dissemination to new service development. Paper presented at the Australasian Services Research Workshop, Dunedin, February 13-16. Darroch, J., McNaughton, R. & Shaw, V. (2001). Toward and understanding of knowledge management. Paper presented at the R&D Management Conference, Wellington, February 6 - Darroch, J., & McNaughton, R. (2001). What Influence Do Knowledge Management Practices Have On Innovation? Paper presented at the 4th World Congress on Intellectual Capital, Ontario, January 17-19. Darroch, J. Shaw, V. & McNaughton, R. (2000). Knowledge management practices and innovation. Paper presented at the IEEE International Conference on Management of Innovation and Technology, Singapore, November 12- 15.ISBN 0-7803-6652-2, pp. 684-689 Darroch, J. (2001). Understanding why sharing knowledge is the key to business success. A Marcus Evans conference, Wellington, December 5-6. Darroch, J. and McNaughton, R. (2002). Examining the link between knowledge management practices and types of innovation, in Bontis, N. and Bart, C. (eds), Conference Proceedings of the 5th World Congress on the Management of Intellectual Capital, ISBN 0-9688213-2-4, Hamilton, Canada. Darroch, J. and McNaughton R. (2002) Developing a measure of knowledge management, in Brontis, Nick (ed) World Congress on Intellectual Capital Readings, Boston: Butterworth-Heinemann, ISBN 0-7506-7475-X pp. 226-242 Darroch, J. & McNaughton, R. Knowledge management practices in New Zealand (first revisions have been completed for the European Journal of Marketing). Darroch, J. & McNaughton, R. Knowledge management in technology-intensive firms (under review with the Journal of Engineering and Technology Management). The research has also gained considerable media attention: Darroch, J. (2001). Effective knowledge management benefits the 'bottom line'. [Interview by Grant McIver], Otago News, August. Darroch, J. (2001). Knowledge management and innovation. [Television interview by M.Wilson], TV1, Telstra Business, 29 August. Darroch, J. & McNaughton, R. (2001). The next wave: Knowledge as a power tool. [Interview by Karyn Scherer], NZ Herald, 27 July. Darroch, J. (2001). The world turns to Otago for business knowledge. [Interview by Brigid Feely], He Kitenga, University of Otago Research Highlights 2001. Aaker, D. A., V. Kumar, and G. S. Day (2001), Marketing Research (7th ed.). NY: John Wiley. Abbey, A. (1983). "R & D work climate and innovation in semiconductors." Academy of Management Journal 26(2): 362-368. Akirnova, I. (2000). "Development of market-orientation and competitiveness of Ukrainian firms." European Journal of Marketing 34(9/10): 1128-1148. Ali, A. (1994). "Pioneering versus incremental innovation: review and research propositions." Journal of Product Innovation Management 11: 46-61. Alvesson, M. (1993). "Organisations as rhetoric: knowledge-intensive firms and the struggle with ambiguity." Journal of Management Studies 30(6): 997-1015 Alvontis, G. J. and S. P. Gournaris (1999). 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