The role of knowledge facilitators and inhibitors: lessons from airline reservations systems.

Strategic frameworks seeking to explain how an organisation may generate superior performance are numerous. Earlier approaches centred on the competitive position of an organisation within its industry, with subsequent attention focused on an organisation's core competences. More recently, research has concentrated on knowledge and organisational learning. By reference to a study of airline-developed computer reservation systems (CRSs), this article explores the strategic importance of information in creating knowledge to generate superior performance. By examining developments in the use, management and control of information derived from CRSs, evidence is presented to explain how CRS-owning airlines have circumvented regulatory controls and increasingly competition to sustain competitive advantage through the development of their information and knowledge systems. This research demonstrates the need for organisations to develop 'knowledge facilitators' that foster the creation of new knowledge. Equally, managers must develop 'knowledge inhibitors' that help to sustain competitive advantage by limiting the abilities of competitors to create knowledge themselves.

Competing with CRS-generated information in the airline industry.

For over 20 years, computer reservation systems (CRSs) have been cited as a source of competitive advantage for the airlines that developed them. This paper reviews the developments that have given rise to such advantage, emphasising the use of CRS-generated information as a competitive tool within the airline industry. New evidence is presented suggesting that the control, dissemination and manipulation of CRS data by owning airlines continued to allow them to capitalise on their investment at the expense of competitors during the 1990s.