The Role of Knowledge Creation Areas in Building Dynamic Capabilities Through Inimitable Strategic Resources: An Analytical Study in Dora Oil Refinery
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Abstract
The study sought to identify the impact of knowledge creation spaces in building dynamic capabilities through non-imitable strategic resources, in an analytical study using the descriptive analytical approach to achieve this goal. The study population was represented by (189) workers in the Middle Refineries Company/Dora Refinery, and data were collected using a questionnaire as a primary tool.
The study concluded that the dynamic capabilities in the studied company are affected by knowledge creation spaces, as adopting these spaces contributes to enhancing the ability to adapt and innovate in the changing business environment. The results also showed that this effect is magnified by the presence of non-imitable strategic resources, the dimensions of which include material uniqueness, causal ambiguity, social complexity, and path dependency. This indicates that companies' possession of unique strategic resources that are difficult for competitors to imitate will enable them to develop their dynamic capabilities and respond flexibly to the changes surrounding them.
Thus, the study emphasizes the importance of companies' understanding of how to adopt and employ knowledge creation spaces, which enhances the building of sustainable and non-imitable strategic resources, which contributes to increasing their dynamic capacity and achieving a sustainable competitive advantage.
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