“Knowledge is the only treasure you can give entirely without running short of it (African proverb cited in IFAD, 2007).” And it has been largely recognised by organisations that knowledge is a resource that they can leverage on. As Bryan (2004) mentioned, the proprietary knowledge that resides in the minds of a company’s top professionals are a source of Competitive Advantage. Therefore, organisations that leverage on Knowledge Management to promote a Knowledge Management Strategy can achieve Competitive Advantage in a world of rapid change and growth where only organisations who keep on learning and adapting will survive. Therefore, this thesis work aims to answer the following research question: “How does leveraging on Knowledge Management promotes the delivery of Knowledge Management Strategy to achieve Competitive Advantage through the Dynamic Capabilities View?” The purpose of this research is to understand more about the practical path which aims to evolve into a dynamic path for organisations to leverage on Knowledge Management (KM) in order that its strategy consecution delivers Competitive Advantage. The authors explore the subject matter by building from existing literature on the main theoretical areas encountered, and then design the research and its approach from the research question. The research followed a qualitative approach and method by utilising semi-structured interviews done to 7 international development organisations, where 13 respondents contributed with their experiences and insights from their involvement in KM in their organisations. Moreover, secondary data was used to complement, support, compare and contrast the findings of the empirical research as the authors used qualitative documents related to the topic published by the organisations. As a result, all primary and secondary data were analysed in an inter-subjective interpretative way deriving from the theoretical framework in order to answer the research question. The research revealed that the identified gap in literature between Knowledge Management and Knowledge Management Strategy is also existing in practice. It was identified that it depends on the maturity of KM in the organisation and/or the organisation’ maturity itself. But is not only restricted to that, the success of a KMS is directly linked to how the organisation articulates KM, and the importance given to it is based on the sense and utilisation of the dynamic nature of KM. Thus, it can turn its organisational capabilities into Dynamic Capabilities and achieve a Competitive Advantage, this is fundamental in international development organisations in the nonprofit sector, which is increasingly striving for resources where every organisation aims to be “the partner of choice.”

Yes / The art of unwinding voluminous data expects the expertise in analyzing meaningful decisions out of the acquired information. To encounter new age challenges, practitioners are trying hard to shatter the constraints and work edge-to-edge to achieve higher performance (Market, Financial and Operational performance). It is evident that organizations desire to exploit maximum of their injected resources, but often fail to reap their actual potential. Developing resource-based capabilities stands out to be the most concerned aspect for the firms in recent times, and the same is studied by the previous scholars. In the dearth of literature, it is challenging to find out evidence which marks up the effect of strategic resources in the development of dynamic organizational capability. This study is a two-fold attempt to examine the relationship between organizational capabilities, i.e. big data predictive analytics while achieving superior organizational performance; also, examining the effect of control variables on superior organizational of performance. We tested our research hypotheses using cross-sectional data of 209 responses collected using pre-tested single-informant questionnaire. The results underpin criticality human factor while developing analytical capabilities dynamic in nature in the process of achieving superior performance.

Dans cette thèse nous avons tenté d’expliquer la performance des entreprises en se basant sur l’approche basée sur les ressources (RBV) et l’approche basée sur les capacités dynamiques (DCV),deux approches relevant de la théorie des ressources qui gagneraient à être intégrées. Pour aborder la problématique, nous avons développé deux axes de recherche : « La détention des ressources/capacités et la Performance » et « La gestion des ressources/capacités et la Performance ». Le premier modèle conceptuel a présenté les relations liant les différentes capacités opérationnelles à la performance. Le modèle conceptuel global a traité de la relation « Capacités opérationnelles – Environnement -Stratégie de diversification - Capacités dynamiques- Performance ». Notre posture épistémologique dans cette recherche se voulait positiviste. Au niveau des choix méthodologiques nous avons opté pour une démarche hypothético-déductive avec une approche quantitative basée sur des données secondaires collectées de la base de données française DIANE et des statistiques de l’INSEE, et pour évaluer les capacités nous avons eu recours à la méthode DEA. La première étude empirique a testé la relation capacités opérationnelles-performance sur quatre échantillons mono-sectoriels représentatifs de l’industrie manufacturière française : le secteur pharmaceutique, le secteur automobile, le secteur de la chimie et le secteur de l’habillement. La seconde étude empirique a testé le modèle mettant en relation les capacités opérationnelles, les capacités dynamiques, l’environnement et la diversification,sur la base d’un échantillon plurisectoriel regroupant les quatre secteurs. Les résultats ont permis de découvrir en premier lieu, l’importance de la capacité financière pour tous les secteurs, en deuxième lieu, le rôle modérateur de l’environnement et de la diversification et en troisième lieu l‘importance des capacités dynamiques d’apprentissage (d’absorption) et adaptative dans l’explication de la performance. Ces résultats peuvent servir les décisions managériales et l'action publique. / In this thesis we have tried to explain business performance based on the resource-based View (RBV) and the Dynamic capabilities View (DCV), two approaches within the resource-based theory (RBT)that benefits from being integrated. To address the problem, we have developed two main stream of research: "The detention of resources / capabilities and performance" and "The management of resources / capabilities and performance." The first conceptual model presented the relations linking the various operational capabilities to performance. The global conceptual model has focused the relation “Ordinary capabilities – Environment – Diversification strategy- Dynamic capabilities –Performance”. Our epistemological position in this research wished to be positivist. At the methodological level we opted for a hypothetical-deductive approach with a quantitative approach based on secondary data collected from the French database DIANE and INSEE statistics, and to evaluate capabilities we used the DEA method. The first empirical study that aims on “ordinary capabilities – performance” link, is based on four industries samples representing the French manufacturing industry: the pharmaceutical industry, the automotive industry, the chemical industry and the clothing industry. The second study tested the empirical model linking ordinary capabilities,dynamic capabilities, environment and diversification, based on a multisectorial sample comprising the four sectors. The results revealed first the importance of financial capability for all sectors, second the moderating role of the environment and the diversification and thirdly the magnitudes of dynamic learning (absorption) and adaptive capabilities in explaining performance. These results could serve managerial decisions and public policy.