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Purpose: This research is an empirical study that addresses whether knowledge resources impact on, or do not impact on, innovation development and if this impact is mediated by dynamic capabilities in the medical tourism sector in Mashhad city, Iran. Design/methodology/approach: A quantitative research methodology was applied and questionnaires were used for data collection in this study. A total of 108 questionnaires were collected of which 102 questionnaires were valid. Data were analyzed using structural equation modelling technique. Findings: Empirical evidence obtained from the study reveals that the dynamic capability of learning plays a significant role in transforming knowledge resources into innovation in the medical tourism sector. The mediating role of coordinating capability in the relationship between explicit and tacit knowledge and innovation is considerable and it influences human capital, as well. Sensing capability also exhibits some degree of a mediating role; however, integrating capability is not influential and its role in transforming explicit knowledge to innovation is rejected. Originality/value: Most studies on innovation in medical tourism focused on market and its typology, and neglected the role of knowledge resources and dynamic capabilities. The current study bridges this gap and thus contributes to the scientific literature. [ABSTRACT FROM AUTHOR]

Drawing on the resource-based view of the firm, and counter to the mainstream literature, we propose and empirically show that two knowledge resources can be substitutive (rather than complementary) for each other. Our test focuses on the interplay between managers' and workers' knowledge stock, considered as knowledge resources that firms can apply to improve innovation. We hypothesise a mutually exclusive effect of managerial experience (managers' knowledge stock) and labour skills (workers' knowledge stock) on product innovation. Drawing on the most recent waves of the World Bank Enterprise Survey (WBES), we construct a cross-sectional sample of 2,725 manufacturing firms. We used binary choice model to test the proposed effects. The results show negative interaction between labour skills and managers' experience in determining the probability to achieve product innovation, putting the knowledge resource complementarity hypothesis into question, and opening an academic debate that will have implications for knowledge management practice. [ABSTRACT FROM AUTHOR]

This article questions whether knowledge resources can act as critical enablers for successful innovation in an enterprise in the South African information communications technology (ICT) industry and discusses the role of knowledge resources in enhancing innovation. The research reported on indicated that there is little empirical evidence that knowledge resources are used to enhance innovation in the enterprise. A case study was conducted in an engineering enterprise functioning in the high-end market of the ICT industry. Data was gathered through in-depth interviews with managers and documents were reviewed for an in-depth understanding of the enterprise. The enterprise has defined its software development processes as agile processes and has placed a very high premium on learning and knowledge transfer within these processes. The Development Engineering Division relies on small teams for knowledge resource sharing. The Sales and Marketing Division collects information to transfer into knowledge resources. The Research and Technology Design Division identifies solutions that are ahead of the market and employees share knowledge on lessons learnt from practice. The Business Services Division ensures that structures and practices are in place to support and encourage innovation. The Internal Support Services Division provides operational support and knowledge resources harnessed through these processes may enhance innovation of the product offering. A knowledge creation (KC) model was developed by combining several models and theories to analyse the use of knowledge resources for knowledge creation in the enterprise. It is recommended that knowledgemanagement be aligned with the enterprise's business strategy to enhance innovation. [ABSTRACT FROM AUTHOR]