So it is very interesting to analyze the relationship between the creation of knowledge and the importance of Reverse Logistics, and their influence on organizational performance. Even with growing importance of both variables, there is a lack of scientific literature that attempt to analyze the relationship between the creation of knowledge and Reverse Logistics and their possible implications. In this sense, it is fundamental for the organization to have ability to generate new knowledge to reduce the high uncertainty of Reverse Logistics activities (Arrow, 1962 Galbraith & Kazanjian, 1986 Murdick & Munson, 1988 Drucker, 1993). Activities of Reverse Logistics require adequate knowledge management in all phases of return of the product that may help to solve problems it faces in all these processes (Wadhwa & Madaan, 2007), and also may approach the current goals of customer satisfaction and business benefit to the legislation for the environment. The study of all this product flow in the opposite way and how to deal with all things entailed for the organization is what has been called in recent years Reverse Logistics (Rogers & Tibben-Lembke, 1999, 2001 Dowlatshahi, 2000 Tibben-Lembke & Rogers, 2002 Council of Logistics Management, 2003 Krikke et al., 2003 Stock et al., 2002). Similarly, consideration of a reverse flow in logistics amplify the company's competitive capabilities in the sense of increasing resources and capabilities on which to develop the potential of the organization and to achieve, in this way, the desired competitive advantage sustainable, because to meet the increasing needs of customers demanding, the product must be not only quality but also highly competitive, be available when and where appropriate and be respectful of the environment (Stock, 1992 Tibben-Lembke & Rogers, 2002). Therefore knowledge has become one of the most important intangible assets for the company (Nonaka, 1994 Scarborough et al., 1999 Storey & Barnett, 2000 Lee & Sukoco, 2007 Carbonara & Caizza, 2008 Li et al., 2009) and in particular the process of creation of knowledge within the organization (Nonaka, 1994, Nonaka & Konno, 1998). So strategy of the organization should focus on its core competencies because they allow maximize value of the organization (Prahalad & Hamel, 1990). From the perspective of Resource Based View Theory companies pursue sustainable competitive advantages in their resources and capabilities, analyzing and strengthening them (Penrose, 1959 Wernerfelt, 1984 Barney 1991 Amit & Schoemaker, 1993 Peteraf, 1993).
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |