**1. Introduction**

98 New Research on Knowledge Management Models and Methods

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Organizations experience the competitive advantage of innovation as they face a globalizing knowledge economy. In that regard, knowledge management has evolved as one of the most important sources of competitive advantage (Drucker 1988; Senge 1990; Davenport and Prusak, 1998; Srikantajah and Koening, 2000; Tang, 2011). Many of the older companies remain on the forefront of their markets, and sustain their superiority over supposedly aggressive and nimble start-ups through their ability to manage knowledge and innovation in a steady and paced manner (Brand, 1998; McAdam, 2000; Swanborg, 2010). As concepts of the learning organization evolved over the last decades, knowledge management became synonymous to competitive advantage. Since knowledge is the catalyst to the development of core competences, it is a main driver of innovation in the organization. This is particularly important in the current globalization wave that is pressuring companies to go beyond traditional self-renewal techniques such as the acquisition of external technologies or the purchase of modern assets. Organizations are pushed to create an internal, self-propelling process for product innovation that would keep it steps ahead of competition (Ahuja, 2011; Yang 2007).
