APPENDIX 2 – The funding application [606694]

APPENDIX 2 – The funding application
The Project leader : Prof. univ. dr. habil. Vătămănescu Elena -Mădălina
B. The project leader (maximum 3 pages)
B1. Curriculum Vitae of the project leader – UEFISCDI ID (UEF -iD): U-1700 -036H -7302
B2. Defining elements of the outstanding scientific achievements of the project
leader

1. Articles (maximum 5)
The articles mentioned in the table below stand for a selection of 5 relevant papers among 20 papers
published in journals indexed in WoS , focusing on related topics to the project proposal.
Articles indexed in the Web of Science (WoS),
Clarivate Analytic s
Zone according
to the IF or AIS
(JCR 2018) Mentions / Own contribution to the article
1. Vătămănescu, E. -M., Andrei, A.G.,
Dumitriu, D. -L., & Leovaridis, C. (2016).
Harnessing network -based intellectual capital in
online academic networks. From the
organizational policies and practices towards
competitiveness. Journal of Knowledge
Management , 20(3), 594-619.
WOS: 000379818700011 Red zone (Q1)
according to IF
(JCR 2018)

IF = 4.604
AIS = 0.406 Article rewarded by UEFISCDI via PRECISI2016
competition
Contribution: 1.1. the theoretical sections referring
to knowledge networks and their relationship to
achieving sustaiable competitive advantage ; 1.2.
originality input : the development and
operationalization of the methodological design ,
research instrument and discuss ion of the results.
2. Vătămănescu, E. -M., Gorgos, E. -A., Ghigiu,
A.M., & Pătruț, M. (2019). Bridging Intellectual
Capital and SMEs Internationalization through
the Lens of Sustainable Competitive Advantage:
A Systematic Literature Review. Sustainability ,
11(9), 2510. WOS: 000469518700058 Yellow zone
(Q2) according
to IF (JCR 2018)

IF = 2.592
AIS = 0.335 Article submitted to be rewarded by UEFISCDI via
PRECISI201 9 competition
Contribution: 1.1. the theoretical sections on the
influence of social and business networks on
achieving sustaiable competitive advantage ; 1.2.
originality input : the methodological design .
3. Vătămănescu, E. -M., Andrei, A.G., &
Pînzaru, F. (2018). Investigating the online social
network development through the F ive Cs Model
of Similarity: the Facebook case. Information
Technology & People , 31(1), 84 -110. WOS:
000424204300005 Yellow zone
(Q2) according
to AIS (JCR
2018 )
IF = 1.263
AIS = 0.449 Article rewarded by UEFISCDI via PRECISI2018
competition
Contribution: 1.1. the theoretical sections referring
to the impact of social networks on long -term
community development ; 1.2. originality input :
the creation of the research instrument .
4. Gazzola, P., Vătămănescu, E. -M., Andrei,
A.G., & Marrapodi, C. (2019). Users' motivations
to participate in the sharing economy: Moving
from profits toward sustainable development.
Corporate Social Responsibility and
Environmental Management , 26(4), 741 –751.
WOS: 000474011000004 Red zo ne (Q1)
according to IF
(JCR 2018)

IF = 5.513
AIS = 0.579 Article submitted to be rewarded by UEFISCDI via
PRECISI201 9 competition
Contribution: 1.1. the conceptual sections on
sustainable development of knowledge -based and
business exchanges in the context of the sharing
economy ; 1.2. originality input : the
interdisciplinary discuss ion of the research findings .
5. Vătămănescu, E. -M., Andrei, A.G.,
Nicolescu, L., Pînzaru, F., & Zbuchea, A. (2017).
The Influence of Competitiveness on SMEs
Internationalization Effectiveness. Online versus
Offline Business Networking. Information
Systems Management , 34(3), 205 -219. WOS:
000407168600003 Grey zone (Q3)
according to IF
(JCR 2018)

IF = 2.042
AIS = 0.274 Contribution: 1.1. the conceptual sections
referring to the importance of business networks in
sharing knowledge with a view to achieve
sustainable competitive advantages in international
ventures ; 1.2. originality input : the develop ment
of the methodological design and discuss ion of
multifold implications .

2. Books/ chapters ( maximum 5 )
The table comprises only 5 relevant publications in accordance with the requirements of the present
form. The complete list can be found in the uploaded CV on www.brainmap.ro (UEF -iD): U -1700 –
036H -7302 .

Book / chapter
1. Vătămănescu, E. -M., & Alexandru, V. -A. (2018). Beyond Innovation: The Cr azy New World of Industrial Mash -ups.
In Vătămănescu, E. -M., & Pînzaru, F. (Eds.), Knowledge Management in the Sharing Economy. Cross -Sectoral Insights
into the Future of Competitive Advantage (pp. 271 -285). Cham: Springer International Publishing (eBook I SBN: 978 -3-
319-66890 -1; Hardcover ISBN: 978 -3-319-66889 -5; Series ISSN: 2199 -8663 )
Achievements : The most cited chapter in the book . Over 1440 downloads from 201 8
http://www.bookmetrix.com/detail_full/chapter/1dd595e1 -8835 -47a0 -b371 -baad169030c3#citations
2. Vătămănescu, E. -M., & Pînzaru, F. (Eds.) (2018) . Knowledge Management in the Sharing Economy. Cross -Sectoral
Insights into the Future of Competitive Advantage . Cham: Springer International Publishing (eBook ISBN: 978 -3-319-
66890 -1; Hardcover ISBN: 978 -3-319-66889 -5; Series ISSN: 2199 -8663; DOI: 10.1007 /978-3-319-66890 -1)
Achievements : Best performing book in the series Knowledge Management and Organizational Learning according to
the number of downloads (over 20000 from 2017) – http://www.bookmetrix.com/series/11850
3. Vătămănescu, E. -M., Andrei, A.G., Leovaridis, C., & Dumitriu, D. -L. (2015). The Intellectual Capital within Online
Academic Networks. An Exploratory Approach . In Vătămănescu, E. -M. (Ed.) , Handling Knowledge: From Capitalization
towards Innovation (pp. 83 – 114). Saarbrucken, Germany: Lambert Academic Publishing (ISBN: 978 -3-659-78527 -6).
Achievements : Over 100 hard copies were sold since publication
4. Vătămănescu, E. -M. (2014). Teorie și diagnoză organizațională. Repere pentru un management eficient
[Organizational theory and diagnosis . Milestones for an efficient management]. Bucharest: Tritonic (ISBN: 978-606-
8571 -39-3).
5. Vătămănescu, E. -M., & Andrei, A. -G. (2014). Internaționalizarea afacerilor – dinspre analiza economică și de risc
către leadershipul intercultural [Business internationalization: from economic and risk analyses towards intercultural
leadership ]. Bucharest: Tritonic (ISBN: 978 -606-8571 -44-7).

3. Patents : In the field of the project proposal, no patents were generated.

4. Scientific presentations
Out of over 50 presentations at international conferences, whose proceedings are indexed or in the
process of being indexed in WoS, a selection of 5 representative presentations is illustrated below. The
complete list can be found in the uploaded CV on www.brainmap.ro (UEF -iD): U -1700 -036H -7302 .
1. June 2019 – Strategic Networks and Innovative Performance: a Relational Design of Knowledge Sharing in Small and
Medium -Sized Enterprises at IFKAD 2019. Knowledge Ecosystem s and Growth, organized by the Institute of
Knowledge Asset Management, Matera, Italy, 4 -7 June 2019 .
2. June 2019 – Use of Knowledge Management Strategies in SMEs: a Radiography of the Romanian Context at IFKAD
2019. Knowledge Ecosystems and Growth, organized by the Institute of Knowledge Asset Management, Matera, Italy,
4-7 June 2019.
3. September 2018 – The Influence of Knowledge Dynamics on the Managerial Decision -Making Process at the 19th
European Conference on Knowledge Management (ECKM 2018) , organized by University of Padua, Italy, 6 -7
September 2018.
4. July 2018 – Knowledge Management approaches of small and medium -sized KIBS firms: a descriptive analysis of four
countries at IFKAD 2018 . Societal Impact of Knowledge and Design , organized by Delft University of Technology,
Delft, Netherlands, 4 -6 July 2018.
5. January 2018 – Online academic networks as knowledge brokers. The mediating role of organizational support at the
5th Business Systems Laboratory International Symposium "Cocreating Re sponsible Futures in the Digital Age:
Exploring new paths towards economic, social and environmental Sustainability" , organized by BSLab and
University „Ferderico II” of Naples, Italy, 22 -24 January 2018.

5. Research projects
Project leader for the project “ The Evaluation of the Impact of Intellectual Capital on the
Internationalization of EU SMEs ” (PN-III-P1-1.1-TE-2016 -0232 ), financed via Subprogramme 1.1 –
Human Resources Research Projects for Young Independent Teams (Call number: PN -III-DCD -RU-
TE-2016 -1), financed by the Executive Unit for Financing Higher Education, Research, Development
and Innovation (UEFISCDI) , raised funds : 448.880 lei .
Achieved results so far : 4 articles indexed in WoS with IF (2 more in review) ; 3 articles indexed in
ERIH Plus and in other international databases; 5 conference papers; 7 presentations at international
conferences; Project webpage: https://ccm.facultateademanagement.ro/icsmeu/ .

B3. Significant and representative scientific achievements
Note: The table below includes links to different webpages supporting the centralized information .
No. Significant and representative scientific achi evements related to the current project proposal
1. Publications . Publication of 20 articles indexed in the Web of Science on topics related to knowledge management ,
social and business networks, competitiveness, sustainability ( 4 rewarded by UEFISCDI via PRECISI competitions,
10 with AIS higher than 0.15 ); publication of an edited book at Springer which is Best performing book in the
series Knowledge Management and Organizational Learning (please see section B2.2 above) and other 5 edited
volumes at recognized publishing houses; over 50 papers presented at international conferences; 5 authored books , 8
book chapters , and 17 articles indexed in ERIH Plus and in other recognized international databases ;
Over 50 publications as main author (sole or first author) (please see the uploaded CV).
2. International Awards as an Independent Researcher . 24 January 2018 : Best Presentation Award at the 5th
Business Systems Laboratory International Symposium "Cocreating Responsible Futures in the Digital Age: Exploring
new paths towards economic, social and environmental sustainability", organized by BSLab and Universi ty „Ferderico
II” of Naples, Italy, 22 -24 January 2018 , the title of the presentation being directly connected to the research topic:
Online academic networks as knowledge brokers. The mediating role of organizational support.
3. International Recognition as an Independent Researcher and Leader . February 2018 : as acknowledgement of the
in-depth scientific research on networks and knowledge management, I was granted the leadership position of
Director for Romania by Business Systems Laboratory and elected as chair of the Knowledge Management
Systems track for the the 6th Business Systems Laboratory International Symposium in Pavia, Italy (2019) and chair
of the Intellectual Capital and Organizational Systems track in Alicante, Spain ( 7th Business Systems Laboratory
International Symposium , 2020 ), the inter national events focusing on sustainable organizations and development.
4. International Recognition as a Scientific Evaluator.
2018 and 2019 : designation as e valuator of research proposals submitted to the Office of Research Support at Qatar
University (QU) – QU High Impact Grant ;
2017 : designation as e valuator of research proposals submitted to the Executive Government Agency of National
Science Centre (NCN ), Funding scheme PRELUDIUM, 2017 -2018.
5. International Editorial Positions . October 2018: ba sed on the acknowledged autonomously scientific achievements
in the field of Knowledge Management and Organizational Dynamics , I was granted the position of Associate
Editor (Editorial Board) of Kybernetes ( Emerald ), indexed in the Web of Science, IF = 1.381, AIS = 0.157 ;
February 2019: I was also granted the capacity of Guest Editor for a Special Issue at Kybernetes (Emerald) –
Knowledge Management Systems and Organizational Dynamics ;
August 2019: based on the acknowledged of scientific achievements in the field of organizational actors and networks
and international management, I was granted the capacity of Guest Editor for a Special Issue at Journal of
International Management (Elsevier), indexed in the Web of Science, IF = 2.830 – Thirty Years Later: A Fresh Look
at the Central and Eastern Europe Transformation and its Implica tions for Institutions, Organizations and
Organizational Actors ;
In the last five years: Reviewer for over 20 journals indexed in WoS , related to the research topic of the present
proposal: Journal of Small Business Management (IF 3.248) , Knowledge Management Research & Practice (IF 1.485 ),
Sustainability (IF 2.592), Management Decision (IF 1.963), Journal of Knowledge Management (IF 4.604 ), Electronic
Markets – The International Journal on Networked Business (IF 3.553 ), International Busin ess Review (IF 3.639 ),
Technological Forecasting and Social Change (IF 3.815) , etc. ( please see the CV for a complete list ).
6. International Visibility. HIRSCH Index . Web of Science Core Collection = 8, SCOPUS = 6, Google Scholar = 10.
Citations: over 150 on the Web of Science ; over 350 on Google Scholar.
7. National Scientific and Editorial Leadership : March 2018: I was granted the position of Head of the Center for
Research in Management in SNSPA, as a recognition of the research performance in the fields of knowledge
management, sus tainability, competitiveness and organizational networks, of the achievements in methodological
training abroad (please see the certificates in the CV) and of the capacity of managing research teams and labs .
January 2013 ongoing – Managing Editor for the journal Management Dynamics in the Knowledge Economy
(indexed in over 10 international databases, including ERIH Plus) , assuming the role of editorial team coo rdinator.
8. National Grants won as Project Leader . Winner of the TE 2016 competition (UEFISCDI) – “The Evaluation of the
Impact of Intellectual Capital on the Internationalizati on of EU SMEs” (PN -III-P1-1.1-TE-2016 -0232).
9. National and International Research Scholarships .
May 2014 : postdoctoral scholarship (POSDRU) for the research “ The intellectual capital within transnational
social networks ”, which scope is directly related to the topic of the project proposal ;
May 2018 and May 2019: Two Research Scholarships granted by the Department of Economics from University of
Insubria, Italy as an acknolwedgement of ou tstanding scientific achievements i n the field s of Knowledge Management
and Sustainability ; new international research teams and collaborations emerged from these research scholarships.

Research project description (maximum 8 pages)

C1. Issues
C1.1. The importance of the issue from scientific, technological, socio -economic or cultural point
of view
MILESTONES of the project proposal:
The topic , namely “The impact of knowledge networks on achieving sustainable competitive advantage: from the indi vidual
to the organizational systems ”, may be considered as a natural step forward towards the in -depth investigation of knowledge
management and network phenomena through the lens of sustainable competitive advantage. I call it “a natural step forward”,
because over the last 5 years, my research interests have focused on the knowledge dynamics in the case of individuals,
organizations (both firms and higher education institutions) and social and business networks often linked to the issues of
organizationa l sustainability and competitiveness.
The main goal is to advance a more specific and articulate framework, considering that both individual actors and
organizational systems have paramount roles and should harmonize their strategies and efforts to ensure efficient
knowledge sharing within networks (Ghasemi, 2015 ).
The main premise derives from Ordonez de Pablos’ (2013) standpoint which refers to the distinctive features of knowledge:
“(1) it is focused on intangible resources rather that tangibles r esources (Edvinsson & Malone, 1997), (2) it has a hyper –
competitive business environment, (3) it is digital, (4) it is virtual and (5) it is networked ”. Consequently, knowledge sharing
involves connectivity, which is a core -element of the network society, hereby providing the basis for hybrid forms of knowledge
networks (Vătămănescu et al., 2016).

C1.1.1. Main constructs operationalization
Knowledge networks can be defined and operationalized through the lens of Palmatier (2008)
who suggests that the “network theory developed in sociology provides valuable insights into the
impact of the structural characteristics of interaction among multiple entities (e.g., individuals, firms)
within an overall network”. Knowledge networks go be yond the organization’s boundaries as its actors
share knowledge by means of intraorganizational and inter -organizational relationships at the same
time, within a collaborative macro environment ( Nowicka et al., 2012 ; Vătămănescu et al., 2016 ). To
be competitive in this new context implies the intertwinement of knowledge and network axes within a
complex ecosystem (Rathi et al., 2014).
A sustainable competitive advantage “requires strategic thinking, an innovative mindset,
exploitation of chang e and an unrelenting need to be adaptable and proactive ” (Harraf et al., 2015, p.
675). Likewise, Korsakiene et al. (2017) support the idea of “the combination of knowledge -bearing
intangible resources that the firm has at its disposal whose e ffective management impact sustainable
competitive advantage” (p. 503) while Jaakkola et al. (2010) and Na et al. (2019) affirm that the
sustainable competitive advantage can be operationalized as the capitalization of the organization’s
valuable and irrepla ceable resources and capabilities meant to strengthen long-term competitiveness.

C1.1. 2. Scientific, technological , socio -economic and cultural framework s
The business landscape is expected to witness the dawn of novel actors tying together services
from dynamic networks of collaborators which remap the organizational systems and capabilities, and
create sustainable value via capitalizing underutilized assets, sharing specialized knowledge and
building trust within the overall ecosystem ( Vătămănescu & Alexandru, 2018 ).
The interconnected world and global pressures have placed individual factors and organizational
systems to the core of current scientific studies and practical investigations , both scholars and
practitioners focusing on the mai n paths towards achieving and preserving organizational
competitiveness (Pînzaru et al., 2016 ). Special attention has been attached to the technological
development , operation and process coordination, knowledge management strategies and to
continuous soci o-economic improvement and integrated strategies with a view to ensure sustainable
competitive advantages ( Williams et al., 2013; Vătămănescu et al., 2019 ). In this vein, Ghasemi (2015)
posit that individuals and organizational systems should be agile enough in order to strive for the
achievement of competitive capabilities in fast-changing socio -economic environments .

Corroborating global challenges with individual and organizational respons es, new research
avenues emerge by means of the inter -influences and sectorial effects from a network perspective
(Braunscheidel & Suresh, 2009 ). The focus shifts from the organizational to the network level given
the fact that the technological architectu re and processes directly influence interlinked capabilities,
activities and knowledge flows across organizations . The shortcomings entailed by traditional alliances
are thus overcome, and overarching edges are now within reach – quicker transactions, greater
flexibility, agility, and efficiency – irrespective of national borders or cultural variables . In this
front, the striking “transformative power of technology -enabled collaborative partnerships cuts both
ways creating big winners and also big losers” (Liu & Brody, 2016, p. 7).
To provide a pertinent and quick response to a dynamic marketplace and to socio -economic
changes , organizations should envision a network -driven solution which would allow sharing
knowledge, tangible and intangible assets within an interorganizational setting, with well -chosen
collaborators (Braunscheidel & Suresh , 2009; Alexandru , 2016 ). As Liu and Brody reveal ( 2016, p. 1):
“We’ve seen companies open their information, assets, and services, making them a vailable to others to
create new business value”. In other words, social and structural exchanges through active
knowledge networks and collaboration are expected to boost strategic growth and sustainable
competitive advantages within organizations and, co nsequently, to improve their position and access to
resources within networks, catalyzed by a transcultural capital of trust and shared interest
(Cannone & Ughetto, 2014; Hohenthal et al., 2014 ; Vătămănescu & Alexandru, 2018 ).
Summing up these arguments, studies have steadily begun to focus on the process of knowledge
transfer at the inter -unit level, building on two general premises: the fact that knowledge is mainly
generated through social interaction among individuals with different social a nd cultural
background s from partner organizations (Wang , 2015 ) and that the mere process of knowledge
transfer is a key -driver in the overall emergence of competitiveness and innovation (Shu et al. , 2012 ).

C1.2. The elements of difficulty of the issue
One of the main difficult ies associated to the studie d issue refers to the fact that the current
project proposal aims to investiga te a socio -economic phenomenon which is rapidly evolving and
transforming , thus becom ing a “moving target ” conceptually and empirically . Here, t he dynamism of
knowledge networks in today’s environment were captured in a paper co -authored by Agostinho and
Jardim -Goncalves (2009) whose title is speaking for itself – Dynamic Business Networks: A Headache
for Sust ainable Systems Interoperability . Shortly put, the high -speed rhythm of organizational
contingencies and network development s may lead to un-intended side effects, therefore a thorough
analysis of the impact of knowledge networks on achieving sustainable c ompetitive advantage should
also take into account the scrutiny of unforeseen consequences .
The second difficulty associate d to the studied issue (which is also a challenge to explore the
problem from a multidimensional perspective) refers to the imperative to extend the investigation to
the study of knowledge sharing risks . Organizations have acknowledged the fact that they are not
self-sufficient anymore in terms of internal knowledge and capabilities and, as a consequence, the
propensity for val ue and knowledge networks becomes strategic (Ordonez de Pablos , 2010 ).
Nevertheless, they often fail in their endeavors as they are not prepared to see themselves as nodes in
the network ecosystem, where global objectives should be accepted as a common value . Placing
knowledge sharing risks and skepticism in the front row of their preoccupations, managers often lose
sight that the value of organizational assets accrues only when they are properly leveraged. In this
regard, Kale et al. (2000) show ed that there is a tension between a company’s desire to acquire the
knowledge of partners, and the desire to protect its own knowledge assets against opportunists.
The third difficulty associate d to the studied issue refers to empirical challenges in that the
samples envisaged by the research (in this case, managers / entrepreneurs in their capacity as key
informants) should be open to the invitation to answer to consistent research instruments. Previous

experiences in our capa city as researchers has confirmed that subjects (especially, managers) have
limited time and their availability to fill in long questionnaires is reduced . However, feasible
solutions can be found to meet this inconvenience, as the support of a facilitator in the field is very
useful. We applied this strategic approach in prior empirical endeavors and it proved its efficiency.

C1.3. The limitations of current approaches by analyzing the state of the art of the knowledge
related to the project topic
This se ction describes the opportunity to develop the current project proposal , starting from the
challenges of real -life organizational systems and from the calls of academics and practitioners. In
short, the following paragraphs discuss : a. the state -of-the-art in terms of organizational challenges; b.
the existing research gaps as identified by scholars a nd c. the imperative to further investigate the
proposed issues, as supported by international organisms.
Over the past years, many scholars have underlined that t he real challenge for organizations is to
profoundly assume the pivotal role of collaborative networks , of mutual trust and commitment for
knowledge sharing to ensure a sustainable competitiveness and innovation (Fernando , 2010; Kruse &
Geißler , 2014 ; Rathi et al., 2014 ; Vătămănescu et al., 2016, 2019 ).
Even since 1999, Porter urged that the competitive advantage is system -driven and it does not rely
on remote capabilities or activities. Since then, organizations have struggled to establish a culture of
sharing knowledge through knowledge networks – at both intra – and inter -organizational levels,
hence acknowledging the substantial benefits for individuals, groups, organizations and networks
(Ordonez de Pablos , 2010; Leung et al. , 2013). In the same line of thought, Malone (2004) and Soto-
Acosta et al. (2014) speak about the emergence of a collective intelligence brought forward by the
intensive usage of the information technology, keeping people conne cted and stimulating cohesive
network structures, all the more so as “networking is easy to engage in as a result of advances in
technology and is also quite effective” (Shaladi , 2012 ). Here, Carneiro (2000) referred to the
knowledge and the information te chnology as critical success factors, positing that “new management
philosophies are aware that information is the result of knowledge evolution and that a solid network
between intellectual effort and technological innovations is enlarging” (p. 92).
Similarly, other researchers ( Ferguson & Taminiau 2014; Wang, 2015; Alexandru et al., 2019)
contended that the knowledge society should focus more on fostering knowledge -sharing flows in an
articulate manner. In this respect, Valkokari et al. (2012) identi fied a strong relationship between
knowledge management and networked innovation, emphasizing that collaboration for networked
innovation plays a crucial role. Advancing a complementary viewpoint, Sharkie (2003, p. 20)
underlines that “the development of s ustainable competitive advantage is a vital management function
and an important requirement is the nurturing of a knowledge creating environment”.
That being the case, new business models have been expected to emerge by both academics and
practitioners , driven by consistent interaction among people, organizations, knowledge, information,
expertise, competences, know -how within complex and dynamic collaborative networks. Nevertheless,
very recent studies call for further investigations , by highlighting exist ing research gaps in the
analysis of the impact of knowledge networks on sustainable competitive advantage. For example ,
Ying et al. (2019) conclude that most of the previous studies tend to revolve around the role of tangible
resour ces in the organizational success, mentioning that particularly the role of the intangible skills in
relation to sustainable competitive performance has missed and therefore invite further research to
close the breach. Similarly, Januškaite and Užiene (2018) acknowledged the role of intangible assets as
“the foundation for competitive growth” and the exigency to dig deeper into this issue .
Also, different international organisms have recently signaled the need to address the
proposed topic . As advanced by OECD (2017, p. 7), organizations are very much dependant on
“knowledge spillovers, access to networks and opportunities to partner with other players”. In spite of
their flexibility, most of the m (especially smaller actors) do not detain eff ective management systems

and tools to foster sustainable outcomes (Garagorri, 2016; Pauw & Chan, 2018), all the more so as one
of the greatest challenges stems from the difficulty to access and exploit the best practices in handling
the existent knowledge and to explore new knowledge repertoires (Vătămănescu et al., 2019 ;
Alexandru et al., 2019 ). These inconveniences were previously captured by OECD (2013) which
underlined organizational challenges related to how, when, where to identify and connect to
suitable knowledge actors and sources at different levels (i.e., local, national, global) and to develop
the needed skills, management strategies and practices for the selection, organization and coordination
of the external knowledge with the in -house context.
Given these aspects, in the report on Enhancing the Contributions of SMEs in a Global and
Digitalised Economy, OECD (2017) elaborated on the areas where knowledge gaps occur and,
therefore, a closer examination and prompt actions are required . Here, the report discusses the
external and internal constraint s of organizations in today’s ecosystem, most of them referring to the
“access to strategic resources, such as skills, knowledge networks, and finance (p. 5). A somehow
connected picture is captured by the European Commission (2018), in the Annual Report o n European
SMEs 2017/2018, where the lack of knowledge at different organizational levels poses substantive
obstacles for organizations, afflicting their capacity to capitalize knowledge in an articulate manner .
Consequently , the European Commission (2018) raises the awareness of the importance attributed to
and of the benefits yielded by adequate knowledge sharing within networks .

C2. Objectives
As previously mentioned, the present project proposal aims to thoroughly investigate the impact of
knowledge network s on generating sustainable competitive advantage , starting from the individual
microcosm to the organizational systems macrocosm. The proposal envisages the analysis of two main
types of knowledge networks (formed of for -profit organizat ions – e.g., SMEs and higher education
institutions (HEIs) – e.g., universities) .

C2.1. The specific objectives of the projec t
1. To investigate the role of individuals in the formation of knowledge networks and in the
achievement of sustainable competitive advantage from a twofold perspective : 1.1. in the case of small
and medium -sized enterprises (SMEs) and 1.2. in the case of higher education institutions (HEIs);
2. To investigate the role of the organizations’ policies and support (both formal and informal) in the
formation of knowledge networks and in the achievement of sustainable competitive advantage from a
twofold perspective: 2.1. in the case of SMEs and 2.2. in the case of HEIs;
3. To investigate the dynamics of knowledge networks and their influence on the achievement of
sustainable competitive advantage from a cross -sectorial perspective:
3.1. To analyze the similarities and differences in the dynamics of knowledge networks betwee n for –
profit organizations (e.g., SMEs) and HEIs (e.g., universities);
3.2. To increase the level of scientific knowledge (at the national and international levels) regarding
the dynamics of knowledge networks and their influence on the achievement of sustainab le competitive
advantage ;
3.3. To increase the Romanian managers’ awareness and knowledge on how to capitalize the impact
of knowledge networks on the achievement of sustainable competitive advantage, in both SMEs and
universities.

C2.2. Elements of originality and innovation brought by the implementation of the objectives
1. At the theoretical level: 1.1. The advancement and operationalization of an interdisciplinary
conceptual model and the development of research instrument s (tested and assessed by means of
structural equation modeling technique ), able to approach knowledge networks and the sustainable
competitive advantage in an integrative manner; 1.2. The assessment of the measurement and structural

model s from a cross -sectoral standpoint (for-profit and education organizations ); 1.3. The provision of
an articulate conceptual framework which captures the commonalities from a cross -sectorial
perspective by studying the phenomenon at both national and international levels .
2. At the practical (applicable / instrumental) level: 2.1. The development of an exhaustive
research report on how managers of different organizations could capitalize knowledge networks as
long-term coll aborative formations (both national and international) able to generate sustainable
competitive advantages ; 2.2. The technological transfer of the research results into the organizational
practice by disseminating the project’s deliverables on a large scal e; 2.3. The development of a volume
of good practices which will indicate the methods and techniques that could increase the efficiency of
exploiting knowledge networks at all levels (i.e., individual, organizational, societal) .
All these elements are obje ct of a pilot (innovative) research project ; in Romania, for example,
there were registered no other studies or scientific concerns regarding these issues . Approaching
knowledge networks and the sustainable competitive advantage in an integrative perspective is still in
an embryonic stage of development in the international specialized literature. This adds value to the
project since it may avail a preliminary agenda for researchers and scholars in other countries .
My previous resea rch project has focused on the role of intellectual capital (as the kernel of
knowledge management) in the internationalization of EU SMEs. Thus, the current endeavor aims to
extend the analysis of knowledge sharing and dynamics by approaching both for -profit and higher
education organizations through the lens of competitive sustainable advantage , a key framework often
objectivized in the prior research directions and which proved to be worth investigating in the future .

C3. Impac t
C3.1. Potential to significantly influence the scientific field through new concepts or approaches, by
opening of new themes or research directions
Consistent with the elements of originality and innovation mentioned above, the expected impact of
the project on a n extended scientific and empirical area will include:
1. Initiating new focuses and research directions in knowledge management and sustainability by
advancing an integrative conceptual model which approaches, in a correlative manner, the impact of
knowledge sharing within networks on achieving sustainable competitive advantages ; 2. Creating a
research design and new research instrument s (items, scales, measuring anchors, etc.) as a first step
towards advancing a standardized instrument for measuring the dynamics of knowledge networks
from the perspective of multilevel competitiveness (individual, organizational, network) ; 3. Applying
the research instrument s on re levant samples ( formed of SMEs and HEIs) with the possibility of
results aggregation within a cross -sectorial approach .

C3.2. Potential impact of the project in the scientific, social, economic or cultural environment and/or
the applicative directions to be explored within the project
1. Increasing the level of knowledge regarding the correlation between knowledge networks and
the sustainable competitive advantage , from a scientific perspective, with a view to propose a more
comprehensive international research agenda; 2. Increasing the level of awareness of managers and
academics on the role of knowledge networks in relation to the achievement of sustainable competitive
advantage, starting from the scientific findings towards the implications for practice, organization s and
the socio -economic environment, through systematic dissemination of the research results ; 3. The
technological transfer of the research results into the private sector and higher education institutions
by organizing thematic conferences and workshops with a view to deliver the main conclusions of the
research reports on industries / areas of activity and to popularize the lessons learnt and best practices
as derived from the conducted empirical studies.

C4. Methodology

(1) Objectives – work plan – methods and techniques – intermediary targets
Objectives Work plan: activities and dates* Research methods and
techniques Intermediary targets
and outputs
Objective 1.
To investigate the
role of individuals in
the formation of
knowledge networks
and in the
achievement of
sustainable
competitive
advantage from a
twofold perspective
(1.1. in the case of
SMEs and 1.2.
in the case of HEIs) 1.1. Identifying and synthesizing the relevant
specialized literature – Months: 1 ,2&3
1.2. Developing the research design and
instruments – Months: 3&4
1.3. Defining the research sample s –
Month: 4
1.4. Pre-testing and revising the research
instrument s – Month: 5
1.5. Applying the research instrument s –
Month s: 5&6
1.6. Collecting / processing data – Month: 6
1.7. Assessing the measurement and structural
model s – Month: 6
1.8. Presenting and interpreting the results –
Months: 6,7&8
1.9. Organizing the research results in scientific
articles and communications – Months:
6,7,8&9 Qualitative : Two focus –
groups with SMEs
managers and higher
education representatives ,
analyzed by means of
QDA Miner Lite / NVivo
Quantitative :
Questionnaire -based
survey s. The data will be
examined using a
structural equation
modeling technique
(SMART -PLS software)

The research methods will
be combined 1. Intermediary
research report –
disseminating the
results on the project’s
website
2. Publication of two
article s on the
investigated topic s:
one in a journal
indexed in minimum 3
international databases
(IDB) or in ERIH
PLUS and one in a
journal indexed in the
Web of Science (WoS)
(Clarivate Analytics)
Objective 2.
To investigate the
role of the
organizations’
policies and support
(both formal and
informal) in the
formation of
knowledge networks
and in the
achievement of
sustainable
competitive
advantage from a
twofold perspective
(2.1. in the case of
SMEs and 2.2.
in the case of
HEIs) 2.1. Identifying and synthesizing the relevant
specialized literature – Months: 1,2&3
2.2. Developing the research design and
instruments – Months: 4,5&6
2.3. Defining the research sample s –
Month: 6
2.4. Pre-testing the research instrument s –
Month: 6
2.5. Applying the research instrument s –
Months: 7,8&9
2.6. Collecting and processing data – Months:
9,10&11
2.7. Assessing the measurement and structural
model s – Months: 12&13
2.8. Presenting and interpreting the results –
Months: 13,14,15,16&17
2.9. Organizing the research results in scientific
articles and communications – Months:
13,14,15,16&17 Quantitative :
Questionnaire -based
survey (multilayer
sample s)
The questionnaire -based
data will be examined
using a structural equation
modeling technique
(SMART -PLS software)

Cluster analysis (grouping
the organizations into
classes with a minimum
internal homogeneity and
a large interclass
variability, based on the
criteria obtained in the
research) 1. Intermediary
research report –
disseminating the
results on project’s
website
2. Publi cation of at
least 2 articles on the
investigated topic :
one in a journal
indexed in minimum 3
IDB or in ERIH PLUS
and one in a journal
indexed in the W oS
(Clarivate Analytics)
3. Participat ion to at
least 4 international
conferences on the
project’s topic
Objective 3.
To investigate the
dynamics of
knowledge networks
and their influence
on the achievement
of sustainable
competitive
advantage from a
cross -sectorial
perspective:

3.1. To analyze the
similarities and
differences in the
dynamics of
knowledge networks
between for -profit
organizations (e.g.,

3.1. Linking the investigated concepts and
theories with the research results – Months:
13,14&15
3.2. Identifying the key variables and developing
an integrative conceptual model – Months:
14&15 Quantitative :
Questionnaire -based
survey (multilayer sample)
integrating the main
constructs from the
previous research
instruments
The questionnaire -based
data will be examined
using a structural equation
modeling technique
(SMART -PLS software)

Qualitative: Comparative
study and secondary
analysis of data
(the research methods will
be combined in order to
link the main concepts 1. Intermediary
research report –
disseminating the
results on the project’s
website (a distinct
website than the
faculty one)
2. Developing a
conceptual model,
research design and
standardized
instrument

3. Publi cation of
minimum 4 articles on
the investigated topic s:
two in journals
indexed in minimum 3
IDB and two in

SMEs) and HEIs
(e.g., universities);

3.2. To increase the
level of scientific
knowledge (at the
national and
international levels)
regarding the
dynamics of
knowledge networks
and their influence
on the achievement
of sustainable
competitive
advantage.

3.3. To increase the
Romanian
managers’
awareness and
knowledge on how
to capitalize the
impact of
knowledge networks
on the achievement
of sustainable
competitive
advantage, in both
SMEs and
universities. 3.3. Variables aggregation as scales – Months:
15&16
3.4. Variables aggregation as a standardized
instrument –
Months: 16&17

3.5. Presenting and disseminating the research
results by using scientific publications (articles
and collective volumes) – Months: 13 -24
3.6. Attending national and international
academic and scientific events – Months: 13 -24
3.7. Organizing tracks and sessions on the
project’s topic with the members of the academic
community at international conference –
Months: 22&23

3.8. Developing of a handbook of good practices
which will indicate the methods and techniques
that could increa se the efficiency of using
knowledge networks with a view to achieve
sustainable competitive advantages – Months:
21,22&23
3.9. Organizing national workshops with SMEs
managers – Months: 21&22
3.10. Promoting and disseminating useful
information for manage rs using the online
environment (website, blog, online studies) –
Months: 23&24 previously analyzed, to
elaborate on a correlative
approach and establish
accurate and valid scales
and measurement anchors)

journals indexed in the
WoS (Clarivate
Analytics)

4. Participation to at
least 3 international
conferences on the
project’s topic
5. Organization of two
tracks on the
project’s topics with
the members of th e
academic community
at international
conferences
6. Organization of a
round table with the
members of the
academic community
7. Organizing 2
national workshops
with SMEs managers
8. Publishing a n
online book
(collective volume)
which will cover the
main research line and
a radiography of the
Romanian de facto
situation
* Project Management (Months: 1-24): Human, material, information, time resources management ; Financial
management; Scientific reporting management ; Promotion and dissemination activities management.

(2) Potential risks and the manners in which they may be approached
External risk : A. Subjects’ reluctance and apathy regarding
their involvment in the research / participation to the surveys
and themati c events Solutions: Stimulating subjects’ interest by explaining to them
the benefits that this research will bring to the organizational
practice; using facilitators (e.g., a well -connected SM E manager )
External risk : Delaying the deadlines assigned for each
research stage due to a slower mobilization of the
respondents or the low response rate Solutions: Reducing the chances of risk occurence by
considering it in the stage of project planning ; using facilitators
from e ach field
Internal risk : Delaying the deadlines assigned for each
research stage due to the exigency to study more in -depth
certain research themes Solutions: Reducing the risk occurence by cosidering it in the
stage of project planning and by using prior research experience
in projecting the timeline
Internal risk : Deficitary interaction and coordination
between team members Solutions: Reducing the risk occurrence and impact through
human resources management by the project leader
C5. Ethical aspects (if appropriate)
When publishing, the ethical policies in terms of contribution originality, respect for intellectual
property and anonymity of respondents will be entirely taken into consideration. The research does not
include the usage of doubtable procedures on humans or animals.

C6. Resources and budget
The existing material resources within the Faculty of Management from SNSP A include: 1) two
conference rooms necessary for o rganizing thematic events, work shops, focus -groups and semi -structured in –
depth interviews; 2) three rooms for the research activity (labs and offices); 3) two laptops; 4) internet acces in
all these locations (https://erris.gov.ro/Facultatea -de-Management ).
As an integrated part of the invent ory (logistics) expenses , the material resources that must be acquired
for a better development of the project are: t wo laptops / PCs (the equivalent of 11875 lei), a videprojector

(equivalent of 2375 lei) and a multifunctio nal printer (the equivalent of 3325 lei). In the inventory capital ,
there were also included: expenses for results dissemination – website, conferences, workshops, book launch
(equivalent of 16625 lei), expenses for informing – documentation (books, journa ls) and developing the
research activity – establishing the sample, developing the surveys , publishing fees (the equivalent of 19000
lei), access to the research infrastructure of other parties – access to international databases and software
licence acqui sition (the equivalent of 7125 lei). The travel expenses were estimated to a quantum of almost
51000 lei (national and international travels of the research team members for documentation or re search
stages, participations at prestigious scientific events in the field, travel expenses for national or international
collaborators/experts as well as for partici pants to scientific events organized within the project), participation
of the team mem bers to at least 7 international conferences (transport, accommodation, conference fees). The
indirect expenses were estimated at about 20000 lei. The following table sy nthesizes human resources
involvement and adequacy in the project’s activities, distributed among the 24 months .
Team member/
Age Research interest and expertise
(adequacy to project’s research problem) Number
of months
/
Activities Monthly
gross
income
(lei) T otal gross
income
(lei)
Elena –
Mădălina
Vătămănescu
36 years old Project leader – the research interests and the expertise are presented in detail
in the first section of this proposal. Habilitation in Management. In charge of
the Project Management activities (as presented in the work plan above) and
of all research processes and deliverables 24

All activities
(4h per day ) 6837 164088
Violeta –
Mihaela Dincă

34 years old
In charge of specialized literature reviews, and elaboration of scientific
papers ; PhD and Habilitation in Business Administration ; Research
interest in competitiveness and sustainability issues and teaching Knowledge
Management courses at the Faculty of Business Administration in foreign
languages, Bucharest University of Economic Studies ; HIRSCH WoS = 3 9
Months: 1 – 9
Activities: 1.1, 1.5,
1.6, 1.8, 1.9, 2.1,
2.2 (4h per day ) 2564 23076
Dan-Cristian
Dabija

38 years old In charge of research instruments development and econometric models
assessment; PhD and Habilitation in Marketing ; Research interest in
sustainable competitive advantages and sustainability issues; Full professor at
“Babes Bolyai” University ; HIRSCH WoS = 9 6
Months: 12 – 17
Activities: 2.7-2.9;
3.1-3.4 (2h per day ) 2564 15384
Vlad -Andrei
Alexandru
28 years old In charge of the research methodological design and instrument
development, results analysis, conceptual, models assessment ; PhD
candidate in Methods and Models for the Economic Decisions at University
of Insubria, V arese, Italy ; HIRSCH WoS = 4 12
Months: 1 – 12
Activities: 1.2-1.7;
2.2-2.7 (4h per day ) 4200
50400

Andreea Mitan

31 years old In charge of specialized literature reviews, and elaboration of scientific
papers , and organization of round tables and workshops); PhD candidate
in Management at SNSPA ; Research interest in managerial strategies for
human capital development and SMEs performance locally and abroad 11
Months: 13 – 23
Activities: 3.1-3.10
(4h per day ) 2564 28204
Cătălin -Gabriel
Ioniță

34 years old In charge of the specialized literature reviews, information and
dissemination activities related to project promotion ; PhD candidate in
Management at SNSPA; Research interest in the role of knowledge
strategies and intellectual capital in the competitive advantage achievement 6
Months: 19 – 24
Activities: 3.5-3.10
(2h per day ) 2000
12000
Andreia
Gabriela
Andrei

45 years old In charge of data analysis and aggregation, experienced researcher in
methodological designs ; PhD and Habilitation in Marketing (University
“Alexandru Ioan Cuza” of Iasi, Romania ), having a research interest in the
dynamics of the relationship marketing and sustainability issues in the case of
SMEs and HE Is; HIRSCH WoS = 7 8
Months: 5-12
Activities :
1.4-1.9; 2.2-2.6
(4h per day ) 3125 25000
TOTAL INCOME 318152

Bugdet Breakdown (i n lei):
Budget chapter
(expenses) Year 1
(lei) Year 2
(lei) Total budget
(lei)
Personnel 183084 135068 318152
Logistics 40325 20000 60325
Travel 27000 24000 51000
Indirect 10000 10000 20000
Total 260409 189068 449477

C7. Bibliography (maximum 2 page s)

Agostinho , C., & Jardim -Goncalves , R. (2009). Dynamic Business Networks: A Headache for Sustainable
Systems Interoperability . In OTM 2009: On the Move to Meaningful Internet Systems: OTM 2009
Workshops (pp. 194-204). Retrieved from https://link.springer.com/chapter/10.1007/978 -3-642-05290 -3_30
Alexandru, V. (2016). Global value chains from a multidimensional perspective. A preliminary insight. In
C. Bratianu, A. Zbuchea, F. Pînzaru, R. D. Leon, & E. -M. Vătămănescu (Eds.), Strategica. Opportunities
and risks in the contemporary business environment (pp. 32 4–331). Bucharest: Tritonic.
Alexandru, V. -A., Andrei, A.G., Bolisani, E., Cegarra Navarro, J.G., Martinez -Martinez, A., Paiola, M.,
Scarso, E., Vătămănescu, E. -M., & Zieba, M. (2018). Knowledge Management approaches of small and
medium -sized firms: a clus ter analysis. Kybernetes , in press.
Braunscheidel, M.J., & Suresh, N.C. (2009). The organizational antecedents of a firm’s supply chain agility
for risk mitigation and response. Journal of Operations Management , 27(2), 119 –140.
Cannone, G., & Ughetto, E. (2014). Born globals: A cross -country survey on high -tech start -ups.
International Business Review , 23(1), 272 –283.
Carneiro, A. (2000). How does knowledge management influence innovation and competitiveness? Journal
of Knowledge Management , 4(2), 87 –98.
European Commission (2018). Annual Rep ort on European SMEs 2017/2018. The 10th Anniversary of the
Small Business Act. SME Performance Review 2017/2018, EASME/COSME/2017/031, UE.
Ferguson, J., & Taminiau, Y. (2014). Conflict and learning in inter -organizational online communities:
Negotiating knowledge claims. Journal of Knowledge Management , 18(5), 886 –904.
Fernando, I. (2010). Community creation by means of a social media paradig m. The Learning
Organization , 17(6), 500 –514.
Garagorri, I. (2016). SME Vulnerability Analysis: A Tool for Business Continuity. In K. North, and G.
Varvakis (Eds.), Competitive Strategies for Small and Medium Enterprises (pp. 181 -194). Cham: Springer.
Ghasemi, G.M. (2015). Examining the relationship of organizational agility and organizational forgetting
with organizational effectiveness. Journal of Service Science and Management , 8, 443 –451.
Harraf, A., Wanasika, I., Tate, K., & Talbott, K. (2015). Org anizational agility. The Journal of Applied
Business Research , 31(2), 675 –686.
Hohenthal, J., Johanson, J., & Johanson, M. (2014). Network knowledge and business -relationship value in
the foreign market. International Business Review , 23(1), 4 –19.
Kale, P. , Singh, H., & Perlmutter, H. (2000). Learning and protection of proprietary assets in strategic
alliances: Building relational capital. Strategic Management Journal , 21(3), 217 –237.
Korsakiene, R. , Liucvaitiene, A. , Bužavaite, M. , & Šimelyte, A. (2017). Intellectual capital as a driving
force of internationalization: A case of Lithuanian SMEs. Entrepreneurship and Sustainability Issues , 4(4),
502–515.
Kruse, P., & Geißler, P. (2014). Benefiting from external knowledge in open innovat ion processes.
International Journal of Knowledge and Systems Science , 3(4), 16 –27.
Jaakkola, M. , Moller, K. , Parvinen, P. , Evanshitzky, H. , & Muhlbacher, H. Strategic marketing and
business performance: A study in three European engineering countries. Industrial Marketing Management ,
39, 1300 –1310.
Januškaite, V., & Užiene, L. (2018). Intellectual Capital as a Factor of Sustainable Regional
Competitiveness. Sustainability , 10, 4848.
Leung, N. K. Y., Lau, S. K., & Tsang, N. (2013). An ontology -based collaborative interorganizational
knowledge management network (CIK -NET). Journal of Information & Knowledge Management , 12(1),
1350005.
Liu, J., & Brody, P. (2016) . Is collaboration the ne w innovation? A Harvard Business Review Analytic
Services Report . Boston: Harvard Business School Publishing.
Malone, T. W. (2004). The future of work: How the new order of business will shape your organization,
your management style, and your life . Boston: Harvard Business School Press.

Na, Y.K. , Kang, S. , & Jeong, H.Y. (2019). The Effect of Market Orientation on Performance of Sharing
Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage.
Sustainability , 11, 729.
Nowicka, M., Dima, I. C., & Ștefan, C. (2012). Integrating the IC concept into strategies for the
development of regional network systems. European Journal of Business and Social Sciences , 1(1), 21 –33.
OECD (2013). Skills Development and Training in SMEs . Paris: OECD Publishing.
OECD (2017). Enhancing the Contributions of SMEs in a Global and Digitalised Economy . Meeting of the
OECD Council at Ministerial Level, Paris, 7 -8 June 2017. Paris: OECD Publishing.
Ordonez de Pablos, P. (2010). Preface to the special issue: Emerging information technologies for effective
knowledge management -towards high -performance business organizations and value networks. Human
Factors and Ergonomics in Manufacturing and Service Industries , 20(2), 99 –102.
Ordonez de Pablos, P. (2013). Measuring and reporting knowledge -based resources: The intellectual capital
report. Facultad de Ciencias Economicas, University of Oviedo.
Pauw, W.P., & Chan, S. (2018). Multistakeholder partnerships for adaptation: the role of micro, small and
medium enterprises. In Schaer, C., & Kuruppu, N. (Eds.), Private -sector action in adaptation (pp. 98 -109).
UNEP DTU Partnership.
Păduraru, T., Vătămăn escu, E. -M., Andrei, A. G., Pînzaru, F., Zbuchea, A., Maha, L. G., et al. (2016).
Sustainability in relationship marketing: An exploratory model for the industrial field. Environmental
Engineering and Management Journal , 15(7), 1635 –1647.
Palmatier, R. W. (2008). Relationship marketing. Cambridge, MA: Marketing Science Institute.
Pînzaru, F., Stan, S. -O., & Vătămănescu, E. -M. (2016). Organizational agility: Online retailing at a glance.
In K. S. Soliman (Ed.), Proceedings of the 28th International Business Information Management
Association Conference. Vision 2020: Innovation Management, Development Sustainability, and
Competitive Economic Growth (pp. 573 –576). Norristown: IBIMA .
Porter, M. E. (1999). Creating advantage. Executive Excellence , 16(11), 13 –14.
Rathi, D., Given, L. M., & Forcier, E. (2014). Interorganisational partnerships and knowledge sharing: The
perspective of non -profit organisations (NPOs). Journal of Knowledge Management , 18(5), 867 –885.
Shaladi, B. (2012). Business relationship development and the influence of psychic distance. Innovative
Marketing , 8(1), 73 –80.
Shu, C., Page, A. L., Gao, S., & Jiang, X. (2012). Managerial ties and firm innovation: Is knowledge
creation a missing link? Journal of Product Innovation Management , 29(1), 125 –143.
Soto-Acosta, P., Colomo -Palacios, R., & Popa, S. (2014). Web knowledge s haring and its effect on
innovation: an empirical investigation in SMEs. Knowledge Management Research & Practice , 12(1), 103 –
113.
Valkokari, K., Paasi, J., & Rantala, T. (2012). Managing knowledge within networked innovation.
Knowledge Management Research & Practice , 10(1), 27 –40.
Vătămănescu, E. -M., Andrei, A. G., Dumitriu, D. -L., & Leovaridis, C. (2016). Harnessing network -based
intellectual capital in online academic networks. From the organizational policies and practices towards
competitiveness. Journal of Knowledge Management , 20(3), 594–619.
Vătămănescu E. -M., & Alexandru, V. -A. (2018). Beyond Innovation: The Crazy New World of Industrial
Mash -ups. In Vătămănescu, E. -M., & Pînzaru, F. (Eds.), Knowledge Management in the Sharing Eco nomy –
Cross -Sectoral Insights into the Future of Competitive Advantage (pp. 271 -285). Cham: Springer .
Vătămănescu, E. -M., Gorgos, E. -A., Ghigiu, A.M., & Pătruț, M. (2019). Bridging Intellectual Capital and
SMEs Internationalization through the Lens of Sustainable Competitive Advantage: A Systematic Literature
Review. Sustainability , 11(9), 2510
Wang, Y. -K. (2015). The impact of prestigious top management team on international alliance formation:
Evidence from Taiwanese electronics firms. Journal of Management & Organization , 21(6), 835 –852.
Williams, T., Worley, C.G., & Lawler, E. E. III. (2013, April 15). The agility factor. Strategy + Business.
Retrieved from https://www.strategy -business.com/article/00188?gko¼6a0ba .
Ying, Q. , Hassan, H. , & Ahmad, H. (2019). The Role of a Manager’s Intangible Capabilities in Resource
Acquisition and Sustainable Competitive Performance. Sustainability , 11, 527.