The capability to create and apply new knowledge is one of the main sources of sustained competitive advantage, yet there are few empirical studies of this. This book develops an improved and extended theoretical model about knowledge creation and transfer within organizations, testing it empirically with a survey in 115 knowledge-intensive firms.

Focusing on innovation management, the authors explore the role of knowledge stocks or intellectual capital blocks such as human, social, technological, organizational and regional capitals, on technological innovation process typologies and firm performance, absorptive capabilities and organizational learning.