The complementarities and contextualities of corporate R&D strategies: An empirical analysis of Korean manufacturing industry

AbstractBy reflecting upon recent theoretical developments in open innovation studies, we shed new light on diverse potential sources of complementarities between corporate R&D activities as well as on contextual factors that could affect the complementarities. In particular, to break from the previous discussions confined to absorptive capacity, we considered the diverse knowledge management processes of knowledge exploration, retention, and exploitation. Then we empirically examined the existence of complementarities between corporate R&D strategies and uncovered the contextual factors. Our empirical results suggest the possible existence of a complementary relationship between in-house and joint R&D. We also discovered the firm-specific contextual variables, such as a firm's cumulative patent stocks and scientific information inflows from public research institutes and universities, that drive the decision to combine in-house and joint R&D. Our theoretical discussions on firms' diverse knowledge management processes allow more enriched understanding on these empirical findings.

Download Full-text

An Empirical Examination of Knowledge Management Processes and Market Orientation, Innovation Capability, and Organisational Performance: Insights from Jordan

Journal of Information & Knowledge Management ◽

10.1142/s0219649217500022 ◽

2017 ◽

Vol 16 (01) ◽

pp. 1750002 ◽

Cited By ~ 9

Author(s):

Mahmoud M. Migdadi ◽

Mohammed K. Abu Zaid ◽

Mohammed Yousif ◽

Ra’d Almestarihi ◽

Khalil Al-Hyari

Keyword(s):

Knowledge Management ◽

Market Orientation ◽

Structural Equation ◽

Manufacturing Industry ◽

Innovation Capability ◽

Organisational Performance ◽

Empirical Examination ◽

Management Processes ◽

The Impact ◽

Knowledge Management Processes

There are many studies discussing how knowledge management and market orientation (MO) are positively related to innovation, but an examination of the impact of the knowledge management processes (KMP) — as we conceptualize the four in this study — and MO on the innovation capability of organisations which in turn impact organisational performance has never been done. Hence, this study formulates a comprehensive conceptual framework which encompasses KMP (knowledge creation, intra-organisational knowledge sharing and application, external knowledge acquisition, and knowledge storage and documentation), MO (customer orientation, competitor orientation and inter-functional coordination), innovation capability (product, process, marketing and organisational innovation), and organisational performance (product quality, operational performance and financial performance). Then empirically test the relationships among the study models with the focus on the mediating role of innovation capability. The design of the study is based on a survey of 210 Jordanian manufacturing and service organisations. The sample of this study encompasses the mid-level managers of the organisations. About 440 self-administered questionnaires were distributed among the respondents. Confirmatory factor analysis is undertaken to assess statistically the validity of the study measures. Then the structural equation modelling (SEM) path analysis is used to assess the structural relationship of KMP, MO with innovation capability, and organisational performance. The results of the study reveal that engagement in KMP and MO can lead to better innovation capability in the organisations which in turn can lead to better organisational performance. The results we observe concerning this sample of companies may not be applicable to a greater population of companies from other countries with a different technological base or to specific subsectors of the manufacturing industry (e.g. the food industry). Moreover, the study represents only snapshots since it utilized self-administered questionnaires which also have no qualitative data. For the practicing managers intending to increase the rate of innovation in their firms, this means that KMP and MO are important activities to master. Additionally, managers should put additional emphasis on innovation as it is an important element for achieving improved overall firm’s performance and sustainable competitive power.

Download Full-text

The Perspective of Human Resource Management Practices as Determinants of Knowledge Management Processes

Proceedings of the 20th European Conference on Knowledge Management ◽

10.34190/km.19.240 ◽

2019 ◽

Keyword(s):

Knowledge Management ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Management Practices ◽

Management Processes ◽

Human Resource Management Practices ◽

Knowledge Management Processes

Download Full-text

The dynamic relationship of knowledge management processes and project success: modeling the mediating role of knowledge worker satisfaction

Business Process Management Journal ◽

10.1108/bpmj-08-2021-0500 ◽

2021 ◽

Vol 27 (6) ◽

pp. 1657-1676

Author(s):

Anum Shahzadi ◽

Shuangyan Li ◽

Umar Farooq Sahibzada ◽

Mehwish Malik ◽

Roshi Khalid ◽

...

Keyword(s):

Knowledge Management ◽

Project Success ◽

Knowledge Worker ◽

Entrepreneurial Leadership ◽

Content Type ◽

Mediating Role ◽

Management Processes ◽

Worker Satisfaction ◽

Knowledge Management Processes

PurposeConstructed upon a knowledge-based view, the purpose of this paper aims to empirically examine the entrepreneurial leadership impact as knowledge management enabler on knowledge management processes and knowledge management processes on project success. The study further ascertains the mediating role of knowledge worker satisfaction among knowledge management processes and project success.Design/methodology/approachUsing the data collected from 302 project workers from the software industry, China. The research used structural equation modeling (SEM) to analyze the hypothesis relationships using smart-PLS 3.2.9.FindingsThe outcome of the study reveals that entrepreneurial leadership has a substantial significant impact on knowledge management processes, and knowledge management processes influence project success via knowledge worker satisfaction as a mediator both directly and indirectly. Moreover, the study found partial mediation of knowledge worker satisfaction between knowledge management processes and project success.Practical implicationsThe current research identifies that entrepreneurial leadership may play a role in fostering knowledge management processes in project-based organizations (e.g. software industry) that can use the knowledge management processes to increase their chances of project success. More broadly, the current study contributes to the entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success existing literature and strengthens the relationship and suggest that how project manager's value knowledge worker satisfaction and help organizations gain competitive advantage and project success.Originality/valueAlthough there is an increased significance of knowledge management in the software industry, there is a lack of research that examines the enabling factors and outcomes of knowledge management practices. The present study is one of the first studies to ascertain the relationship of entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success. This is one of the initial researches that not only empirically examines the interrelationships among these variables but also enlighten insights into the current literature by instantaneous investigation of the mediating role of knowledge worker satisfaction.

Download Full-text

The impact of adopting e-collaboration tools on knowledge management processes

Management Science Letters ◽

10.5267/j.msl.2019.4.004 ◽

2019 ◽

pp. 1009-1028 ◽

Cited By ~ 1

Author(s):

Fadi Albream ◽

Manar Maraqa

Keyword(s):

Knowledge Management ◽

Management Processes ◽

Collaboration Tools ◽

The Impact ◽

Knowledge Management Processes

Download Full-text

Organizational Culture and Knowledge Management

Journal of Information & Knowledge Management ◽

10.1142/s0219649202000170 ◽

2002 ◽

Vol 01 (01) ◽

pp. 57-63 ◽

Cited By ~ 5

Author(s):

Thou Tin Lim

Keyword(s):

Organizational Culture ◽

Knowledge Management ◽

Cultural Context ◽

Management Practices ◽

Cultural Leadership ◽

Management Processes ◽

New Business ◽

Knowledge Management Practices ◽

The Impact ◽

Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

Download Full-text