Examining the linkage among open innovation, customer knowledge management and radical innovation

2018 ◽  
Vol 13 (3) ◽  
pp. 368-389 ◽  
Author(s):  
Xin Wang ◽  
Ming Xu
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Open Innovation ◽  
Radical Innovation ◽  
Learning Ability ◽  
Customer Knowledge ◽  
Content Type ◽  
Innovation Activities ◽  
Customer Knowledge Management ◽  
The Impact

Purpose The purpose of this paper is to propose a research model exploring the link between open innovation, customer knowledge management and radical innovation. It seeks to answer these research questions: is there any difference among the effects of different types of open innovation activities on radical innovation? How does the organizational learning ability influence the impact of customer knowledge management on radical innovation? Design/methodology/approach The paper is based on the data collected from a sample of 165 modern service enterprises located in the Yangtze River Delta region. The authors conducted a structural equation modeling analysis using SPSS and MPLUS to test the proposed hypotheses. Findings The results showed that different kinds of open innovation activities had different impacts on the path to radical innovation. Inbound open innovation activities directly influenced radical innovation while the effect of outbound open innovation activities on radical innovation combined with the organizational exploitative learning ability is indirect. Similarly, the empirical results also proved that customer knowledge management had an indirect effect on radical innovation through the organizational learning ability, and the influence of the exploratory learning ability was more prominent. Originality/value Under the background of the national innovation driven by the development strategy, this paper studies the impact mechanism of radical innovation from the perspectives of open innovation and customer knowledge management. Therefore, it is suggested that the enterprise should adopt open innovation activities to foster innovation performance, formulate a customer-oriented innovation strategy and invest information and communication technologies to enhance the organizational learning ability of the enterprise.

scholarly journals Assumptions of Customer Knowledge Enablement in the Open Innovation Process

2017 ◽  
Vol 31 (1) ◽  
pp. 55-69 ◽  
Author(s):  
Raminta Jokubauskienė ◽  
Rimgailė Vaitkienė
Keyword(s):  
Knowledge Management ◽  
Open Innovation ◽  
Scientific Literature ◽  
Effective Means ◽  
Innovation Process ◽  
Customer Knowledge ◽  
Innovation Activities ◽  
Customer Knowledge Management ◽  
New Knowledge ◽  
The Impact

Abstract In the scientific literature, open innovation is one of the most effective means to innovate and gain a competitive advantage. In practice, there is a variety of open innovation activities, but, nevertheless, customers stand as the cornerstone in this area, since the customers’ knowledge is one of the most important sources of new knowledge and ideas. Evaluating the context where are the interactions of open innovation and customer knowledge enablement, it is necessary to take into account the importance of customer knowledge management. Increasingly it is highlighted that customers’ knowledge management facilitates the creation of innovations. However, it should be an examination of other factors that influence the open innovation, and, at the same time, customers’ knowledge management. This article presents a theoretical model, which reveals the assumptions of open innovation process and the impact on the firm’s performance.

The impact of customer knowledge management, TQM and marketing capabilities on product innovation performance of Malaysian SMEs: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maha Mohammed Yusr ◽  
Sany Sanuri Mohd Mokhtar ◽  
Selvan Perumal ◽  
Maruf Gbadebo Salimon
Keyword(s):  
Knowledge Management ◽  
Product Innovation ◽  
Small And Medium Enterprises ◽  
Innovation Performance ◽  
Marketing Capabilities ◽  
Total Quality ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
The Impact

Purpose Several strategies and processes can help companies to enhance the success rate of new products. This study aims to identify a few strategies for that purpose represented by total quality management (TQM) practices, building knowledge and capabilities. Moreover, the current paper discusses the role of applying TQM practices and customer knowledge management in developing the marketing capabilities of the organizations. Design/methodology/approach This study is a quantitative approach where the data collected from 141 manufacturing small and medium enterprises operating in Malaysia and partial least squares technique was used to test the hypotheses. Findings The findings of this study highly support all the proposed hypotheses and establish marketing capabilities as a facilitator in the relationship between TQM practices, customer knowledge management and product innovation performance. However, customer knowledge management and TQM were found not to have an impact on product innovation performance. Originality/value The introduced model contributes to enhancing the understanding of the impact of customer knowledge on the success of product innovation performance. The model further includes TQM as a process that helps the organization get customer satisfaction information. The incorporation of these two processes will support the organization’s capabilities in the innovation field.

Organizational learning, knowledge management practices and firm’s performance

2015 ◽  
Vol 22 (1) ◽  
pp. 14-39 ◽  
Author(s):  
Ajay K. Jain ◽  
Ana Moreno
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Performance Management ◽  
Management Practices ◽  
Achievement Orientation ◽  
Content Type ◽  
Power Generation Equipment ◽  
Engineering Organization ◽  
Reward And Recognition ◽  
The Impact

Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.

On the path towards open innovation: assessing the role of knowledge management capability and environmental dynamism in SMEs

2017 ◽  
Vol 21 (3) ◽  
pp. 553-570 ◽  
Author(s):  
Isabel Martinez-Conesa ◽  
Pedro Soto-Acosta ◽  
Elias George Carayannis
Keyword(s):  
Knowledge Management ◽  
Open Innovation ◽  
Equation Modeling ◽  
Research Model ◽  
Environmental Dynamism ◽  
Content Type ◽  
Integrative Research ◽  
The Impact ◽  
The Relationship

Purpose This study aims to shed light on the internal and external antecedents of open innovation (OI) in the context of small- and medium-sized enterprises (SMEs), with a special focus on the role of knowledge management (KM) capability. The paper develops and tests an integrative research model which assesses the effect of internal factors on KM capability; the impact of organizational and external factors, namely, KM capability and environmental dynamism, on OI; and whether environmental dynamism moderates the relationship between KM capability and OI. Design/methodology/approach Drawing on the knowledge-based view and the social exchange and the contingency theories, this paper develops an integrative research model which analyzes several relations between organizational antecedents of KM capability and its effect on OI by using covariance-based structural equation modeling on a data set of Spanish SMEs. Findings Results confirm that information technology-supported operations and commitment-based human resource practices have a positive and significant influence on KM capability. In contrast, results do not find support for the relationship between interdepartmental connectedness and KM capability, whereas both KM capability and environmental dynamism have a direct influence on OI. Originality/value This paper adds to existing research on OI, as it is the first study that addresses the critical role of KM capability for the implementation of OI.

The impact of customer knowledge management capability on project performance-mediating role of strategic agility

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syed Arslan Haider ◽  
Umar Nawaz Kayani
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Project Performance ◽  
Equation Modeling ◽  
Customer Knowledge ◽  
Content Type ◽  
Mediating Role ◽  
Customer Knowledge Management ◽  
Management Capability ◽  
Strategic Agility

Purpose The purpose of this study is to examine the relationship between the customer knowledge management capability (CKMC) on project performance through strategic agility in the context project based software companies of Pakistan. The aim of the paper is to find out whether and how is customer knowledge beneficial for project performance and recognized as the important source of advancement of the knowledge management (KM) theory and the essential subject in practical ground. Design/methodology/approach In this study, non-probability, simple random sampling method was used to collect the data because it excludes bias from the data collection process. Although, the population of this research includes 307 employees working in different 30 public and private projects based software firms, operating in twin cities Rawalpindi, Islamabad. The respondents are project supervisors, team members, customers working on these different projects. Because of time limitation data has been collected within four months (i.e. November 2018 to February 2019) for this study, it is not time-lagged study and the data were collected at one time, so the design is cross-sectional in nature. The analysis was established using partial least squares-structural equation modeling (Smart PLS-SEM v.3.2.8) software to test hypotheses. Findings The results revealed the structural equation modeling that the components creating, transferring, integrate and influence ensure the most significant job in clarifying the customer knowledge and enhancing the capability to understand the customer needs and want which lead to decrease project delay, over consumption of the budget and directly lead to increase the project performance. The analyzed results also successfully justified the gap of this research study by showing the significant relationship between CKMC and project performance, also the indirect effect of CKMC through strategic agility on project performance more than its direct effect. So, the strategic agility plays positive and significant mediating role between CKMC and project performance, therefore the all sub-hypothesis and primary hypothesis were accepted. Originality/value This study sets the context with a brief summary of the key characteristics of the CKMC to improve the new product performance, enhance product/service quality, also reduce costs and enhance the competitiveness of organizations. Organization ought to acknowledge how to use KM to generate their revenues and achieve their goals. However, available techniques and methodology to measure the sufficiency are dissatisfying and consistent need for assessments and evaluations of this issue are felt.

scholarly journals The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

2020 ◽  
Vol 24 (9) ◽  
pp. 2273-2297 ◽  
Author(s):  
Deemah Alassaf ◽  
Marina Dabić ◽  
Dara Shifrer ◽  
Tugrul Daim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Open Innovation ◽  
Management Practices ◽  
Mediating Effect ◽  
Data Set ◽  
Content Type ◽  
Industrial Sectors ◽  
Multi Level ◽  
The Impact

Purpose The purpose of this paper is to fill a significant research gap in academic literature pertaining to open innovation (OI). To do so, this paper empirically tests the impact of organizational culture, employees’ knowledge, attitudes and rewards as antecedents and mediators of OI adoption in organizations, facilitating a more thorough understanding by using an empirical multi-level approach. Design/methodology/approach This paper analyzes the results of the “Identification of Industrial Needs for Open Innovation Education in Europe” survey through a quantitative analysis using logistic regression models. This survey includes 528 employees working in 28 different industrial sectors in 37 countries, most of which are in Europe. Findings The results suggest a positive impact of organizational characteristics on the adoption of OI (i.e. including the adoption of outside-in and inside-out OI activities in participating organizations), showing that the openness of an organization’s culture increases its likelihood of adopting an OI paradigm. More importantly, the results highlight the positive mediating effect of employees’ knowledge and rewards on this relationship. Research limitations/implications The data set that was the basis of this paper was generated in European countries, the results of the analysis are limited and appropriate for this region and may vary when applied to other regions of the world. Practical implications The proposed multi-level approach offers new insight into organizational knowledge. It enables the improvement of OI and knowledge management practices in organizations by assisting practitioners and academics in recognizing the relationship between organizational culture; employees’ knowledge, attitudes and rewards; and the adoption of the OI paradigm. Social implications This paper offers a possible explanation on why open-border cultures are more likely to have a successful OI adoption, by relating it to factors that advance in the presence of an open-border culture, such as active participation of OI relative departments in knowledge sourcing and knowledge exchange, and rewarding employees for OI activities. Originality/value This paper presents a new framework which links organizational culture to OI, moving on from merely examining culture in terms of its positive or negative impact on OI adoption. It contributes to research on the OI paradigm and knowledge management by highlighting the significance of antecedents and mediators from a multi-level perspective using multiple units of analysis. Most previous studies focus on a single unit of analysis.

Customer knowledge management, innovation capability and business performance: a case study of the banking industry

2014 ◽  
Vol 18 (3) ◽  
pp. 591-610 ◽  
Author(s):  
Nastaran Taherparvar ◽  
Reza Esmaeilpour ◽  
Mohammad Dostar
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
External Environment ◽  
Knowledge Flows ◽  
Innovation Capability ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
Private Banks

Purpose – This paper aims to examine the effect of customer knowledge management (CKM) on continuous innovation and firm performance in 35 private banks in Guilan (Iran). CKM emerges as an important and effective system for innovation capability and firm performance. However, the role of CKM in innovation and performance is not well understood. Design/methodology/approach – Data have been collected via questionnaires from managers of private banks in Guilan. Feedback was received from 265 managers in 350 distributed questionnaires, and hypotheses were tested using the structural equation modelling. Findings – The results of this paper indicate that knowledge from customers has a positive impact on both innovation speed and innovation quality as well as operational and financial performances. Also, our results demonstrate a different effect of knowledge about customer and knowledge for customers on various dimensions of innovation and firm performance. By using customer’s knowledge flows, firms will be aware of external environment and new changes in customers’ needs and so will be more innovative and perform better. Practical implications – CKM is known as an important system to connecting internal environment to external environment to create novel ideas. The results of this paper shed light on the consequences of CKM on firms and provide support for the importance of CKM to enhance innovation capacity and firm performance. Originality/value – This article is one of the first to find empirical support for the role of CKM within firms and its importance on innovation capability and firm performance. This study can provide valuable insights and guidance for researchers and managers as well.

scholarly journals Defining customer experiential knowledge and its dimensions: a conceptualization starting from a netnographic study of specialty coffee blogs

2021 ◽  
Vol 25 (11) ◽  
pp. 149-174
Author(s):  
Beatrice Ietto ◽  
Federica Pascucci ◽  
Gian Luca Gregori
Keyword(s):  
Knowledge Management ◽  
Customer Experience ◽  
Experiential Knowledge ◽  
Customer Knowledge ◽  
Content Type ◽  
Managerial Decisions ◽  
Customer Knowledge Management ◽  
Specialty Coffee ◽  
Different Dimensions ◽  
Interpretative Approach

Purpose This paper aims to develop a theoretical framework for the conceptualization of customer experiential knowledge (CEK) by logically combining its different dimensions into one coherent explanatory concept. Drawing on the integration of the literature on customer experience, customer knowledge management and customer insights acquisition, supported by adequate empirical evidence, the framework provides a systematic, comprehensive and accurate understanding of CEK which, could contribute to the identification of relevant customer experience insights useful for customer knowledge management. Design/methodology/approach The analysis follows an inductive/deductive interpretative approach and it is based on a netnography of specialty coffee bloggers’ narratives in relation to their sustainability practices. Findings The paper identifies the following six types of CEK: normative, subcultural, epicurean, transcendental, subcultural and symbolic. Accordingly, CEK is defined as the knowledge tacitly possessed by customers in relation to how they live their consumption experiences according to a body of heterogeneous socio-cultural contextual factors (ethos, norms and symbols) and subjective influences (emotions, ingenuity, instincts and senses) deeply embedded into the narrative of a consumption experience. Originality/value While CEK has been largely observed and acknowledged, it has not been yet adequately addressed by existing research. The provision of a conceptual definition of CEK which emphasizes its different dimensions will be of use to both academics and practitioners to better identify and categorize the different manifestations of CEK when undertaking empirical observations or managerial decisions.

scholarly journals Analytical study of the impact of Customer knowledge management on improving the performance of Algerian economic institutions Case Study: Ooredoo Communications

2018 ◽  
Vol 2 (1) ◽  
pp. 1-20
Author(s):  
Abd Elmadjid Chabani ◽  
◽  
Bin Khalifa Ahmad ◽  
Keyword(s):  
Knowledge Management ◽  
Company Performance ◽  
Customer Knowledge ◽  
Management Philosophy ◽  
Customer Knowledge Management ◽  
Degree Of Stability ◽  
High Level ◽  
High Degree ◽  
The Impact ◽  
Telecommunications Company

The study was designed to test the relationship between customer knowledge management and company performance, and then to demonstrate the impact of customer knowledge management philosophy on improving the performance of the company (Ooredoo). The study was conducted using two complementary methods: the first method was a documentary (descriptive) and the performance of the company. The second method was an analytical survey by means of an exploratory study through the questionnaire as a data collection tool. The truth coefficient was measured as a high degree of stability was achieved for a sample of 115 individuals. The data was analyzed using the statistical package (SPSS.V19) and counting tools Vision descriptive. One of the findings is that the National Telecommunications Company of Algeria (Ooredoo) has an average level of customer knowledge management and a high level of performance compared to its competitors. There is a statistically significant impact of customer knowledge management on the performance of the National Telecommunications Company Algeria (Ooredoo). This is based on the dimensions adopted in the study model.

scholarly journals How do collaboration and investments in knowledge management affect process innovation in services?

2016 ◽  
Vol 20 (5) ◽  
pp. 1004-1024 ◽  
Author(s):  
Mona Ashok ◽  
Rajneesh Narula ◽  
Andrea Martinez-Noya
Keyword(s):  
Knowledge Management ◽  
Service Industry ◽  
Radical Innovation ◽  
Process Innovation ◽  
Incremental Innovation ◽  
Content Type ◽  
User Collaboration ◽  
The Impact ◽  
Prospective User ◽  
Incremental Process

Purpose Despite the keen interest in radical and incremental innovation, few studies have tested the varying impact of firm-level factors in service sectors. This paper analyses how collaboration with existing and prospective users and investments in knowledge management (KM) practices can be adapted to maximise the outputs of radical and incremental process innovation in a knowledge-intensive business service industry. Design/methodology/approach Original survey data from 166 information technology service firms and interviews with 13 executives provide the empirical evidence. Partial least squares-structural equation modelling is used to analyse the data. Findings Collaboration with different types of users, and investments in KM practices affect radical versus incremental process innovation differently. Collaboration with existing users influences incremental process innovation directly, but not radical innovation; and prospective user collaboration matters for radical, but not incremental innovation. Furthermore, for radical innovation, investments in KM practices mediate the impact of prospective user collaboration on innovation. Research limitations/implications While collaboration with existing users for incremental process innovations does not appear to generate significant managerial challenges, to pursue radical innovations firms must engage in intensive collaboration with prospective users. Higher involvement with prospective users requires higher investment in KM practices to promote efficient intra- and inter-firm knowledge flows. Originality/value This study is based on a large-scale survey, together with management interviews. Radical and incremental innovations in the service industry require engagements with different kinds of users, and the use of KM tools.

Sign in / Sign up

Export Citation Format

Share Document