Linking operations performance to knowledge management capability: the mediating role of innovation performance

Knowledge-Based View as an intangible resource for the company will become the knowledge capability it possesses. Particularly in the context of SMEs in developing countries like Indonesia, SMEs have a big role in contributing to the country's economy. Therefore, knowledge capability is a resource that must be owned by SMEs that should be able to encourage adopting this type of innovation. In accordance with the basis of Knowledge-Based View, this knowledge will have an impact on company performance and its competitive advantage through the types of innovations that have been adopted. The quantitative method was used by distributing questionnaires totaling 120 SMEs in Indonesia and the data were processed using PLS-SEM. This study has a hypothesis that the relationship between knowledge management capability has a positive and significant effect on firm performance, as well as the mediating role of the type of innovation. The results in this study indicate that knowledge management capability does not have a significant effect on firm performance. However, the relationship between knowledge management capability shows that it has a significant effect on marketing, product, process, and service innovation. Discussions related to these results are also explained by implication factors in this study.

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MENINGKATKAN INNOVATION PERFORMANCE : MELALUI ABSORPTIVE CAPACITY, KNOWLEDGE MANAGEMENT CAPABILITY, DAN GENERATIONAL DIVERSITY

Jurnal Ekonomi dan Bisnis ◽

10.30659/ekobis.21.1.58-71 ◽

2020 ◽

Vol 21 (1) ◽

pp. 58

Author(s):

Ayu Laila Afifah ◽

Budhi Cahyono

Keyword(s):

Knowledge Management ◽

Absorptive Capacity ◽

Partial Least Square ◽

Innovation Performance ◽

Least Square ◽

Primary Data ◽

Generational Diversity ◽

Management Capability ◽

Knowledge Management Capability

This study aims to analyze the capacity of family micro, small and medium enterprises (MSMEs) to absorb and manage relevant information from their immediate environment, and incorporate it into their innovative activities. This research also seeks to improve our understanding of the role of diversity in the generation of corporate management. This research was conducted on 126 family MSME owners in Central Java Province who are respondents with criteria that have been operating for 2 years or more and are managed by family members. The type of data in this study was obtained from primary data. Primary data obtained directly from the main source by filling out questionnaires in the form of online (google form) distributed through MSME communities and offline (print out sheets) by visiting the location of MSME families. Data analysis method used in this study is Partial Least Square (PLS) with the help of SmartPLS 3.0 software. The results showed that there was a significant positive effect on absorptive capacity on innovation performance and knowledge management capability in family MSMEs, while the role of generational diversity (multi-generation) did not have a moderating effect in strengthening the relationship between absorptive capacity and innovation performance.

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The role of relational resources in the knowledge management capability and innovation of professional service firms

Human Relations ◽

10.1177/0018726714543479 ◽

2014 ◽

Vol 68 (5) ◽

pp. 731-764 ◽

Cited By ~ 20

Author(s):

Na Fu

Keyword(s):

Knowledge Management ◽

Professional Service ◽

Service Firms ◽

Professional Service Firms ◽

Management Capability ◽

Relational Resources ◽

Knowledge Management Capability

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Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

Knowledge Management for Competitive Advantage During Economic Crisis - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-4666-6457-9.ch010 ◽

2015 ◽

pp. 164-193 ◽

Cited By ~ 43

Author(s):

Kijpokin Kasemsap

Keyword(s):

Knowledge Management ◽

Resource Management ◽

Organizational Learning ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Sustainable Competitive Advantage ◽

Management Capability ◽

Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

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