The power of strategic knowledge management in the relationship between innovation and the performance of large manufacturing firms in Malaysia

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Gamal Abdualmajed Ali ◽  
Hussein Abu Al-Rejal ◽  
Amr Al-Ganad ◽  
Ebrahim Farhan Busenan ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Product Innovation ◽  
Empirical Work ◽  
Innovation Process ◽  
Process Innovation ◽  
Manufacturing Firms ◽  
Strategic Knowledge ◽  
Content Type ◽  
Strategic Knowledge Management ◽  
The Way

Purpose This study aims to explore the interaction of strategic knowledge management (SKM) and innovation on the performance of large manufacturing firms (LMFs) in Malaysia. Design/methodology/approach This study used a quantitative approach in investigating this interaction. Smart partial least-squares analysis was performed to test the hypotheses. Findings It was observed that administrative innovation, process innovation and product innovation were effective drivers of LMF performance. It was also ascertained that SKM has no moderating effect on the product innovation relationship with performance, although it does moderate the relationships between LMF performance and administrative innovation and process innovation, respectively. Research limitations/implications The main limitation of this study is its focus on Malaysian LMFs. It nevertheless contributes to the literature by extending understanding of SKM and innovation dimensions from multi-faceted perspectives. As this is largely ignored in the literature, the study paves the way for additional research. Practical implications The findings may be used as guidelines for chief executive officers, particularly on the way SKM and innovation can be developed for enhanced LMF performance, in the context of South Asian countries. Originality/value To the best of the authors’ knowledge, this is the first empirical work to confirm the main drivers of SKM, including in the analysis the effect of administrative innovation, process innovation and product innovation and performance, in the context of the manufacturing sector. In support of an original conceptual model, the insights contribute to the literature on innovation, LMFs, SKM and emerging economies.

scholarly journals Strategic knowledge management within subsidised entrepreneurial university-industry partnerships

2019 ◽  
Vol 57 (12) ◽  
pp. 3280-3300 ◽  
Author(s):  
Maribel Guerrero ◽  
Fernando Herrera ◽  
David Urbano
Keyword(s):  
Knowledge Management ◽  
Emerging Economies ◽  
Management Practices ◽  
Strategic Knowledge ◽  
Entrepreneurial Universities ◽  
Content Type ◽  
Industry Partnerships ◽  
Knowledge Management Practices ◽  
University Industry ◽  
Strategic Knowledge Management

Purpose The purpose of this paper is to analyse how collaborative/opportunistic behaviours within subsidised university-industry partnerships are influencing the design/implementation of strategic knowledge management practices in emerging economies. Design/methodology/approach The proposed conceptual model was analysed with a retrospective multiple case study approach integrated by four subsidised entrepreneurial universities-industry partnerships of the Incentive Programme for Innovation from 2009 to 2014 in Mexico. Findings Entrepreneurial universities and industrial organisations confirm insights about dual collaborative-opportunistic behaviour within subsidised partnerships. The main effects of behaviours represent an increment in the knowledge management costs during the monitoring stages. The ex ante collaboration agreement anticipated and protected intellectual capabilities. Research limitations/implications This research contributes to the ongoing discussion about public administrations’ opportunistic behaviours in emerging economies (Tripsas et al., 1995), the effectiveness of the innovation and entrepreneurial programmes (Guerrero and Urbano, 2019b), and the link between dual behaviours (collaborative and opportunistic) and knowledge management practices (de Wit-de Vries et al., 2018). Practical implications New questions emerged about the effectiveness of subsidies as new modes of knowledge generation among entrepreneurial universities and industrial organisations, as well as the need for implementing strategic knowledge management practices in the public administration. Social implications For policymakers, the study presents insights about the effectiveness of public resources. Policymakers should understand challenges and re-define/re-incentivize the productive value chain as well as implement mechanisms to control opportunistic behaviours on potential subsidised firms. Originality/value The paper contributes to the academic debate about how entrepreneurial universities and industrial organisations are strategically managing their knowledge when participating in subsidised partnerships in emerging economies.

The mediating role of product and process innovations on the relationship between knowledge management and operational performance in manufacturing companies in Jordan

2017 ◽  
Vol 23 (2) ◽  
pp. 349-376 ◽  
Author(s):  
Ahmad Fathi Al-Sa’di ◽  
Ayman Bahjat Abdallah ◽  
Samer Eid Dahiyat
Keyword(s):  
Knowledge Management ◽  
Product Innovation ◽  
Process Innovation ◽  
Operational Performance ◽  
Manufacturing Companies ◽  
Content Type ◽  
Process Innovations ◽  
Product And Process ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effects of knowledge management (KM) on product and process innovations, as well as on operational performance (OP). In addition, the effects of product and process innovations on OP, as well as their mediating effects on the relationship between KM and OP, are also investigated. Design/methodology/approach A questionnaire-based survey was designed and used to collect data from 207 manufacturing companies operating in the Jordanian capital Amman. To assess construct validity, exploratory and confirmatory factor analyses were conducted. To test research hypotheses, the bootstrap re-sampling method was applied using Hayes’s SPSS multiple-mediator PROCESS macro. Findings The results indicate that KM has significant positive effects on product and process innovations, and OP. Process innovation was found to have a significant positive effect on OP, while product innovation was not. Furthermore, only process innovation was found to significantly mediate the KM-OP relationship. Practical implications The findings of this study provide useful insights about the role of KM in facilitating and enhancing product and process innovations, as well as OP in the surveyed manufacturing companies. An important implication concerns the roles of product and process innovations. Manufacturing companies seeking improvements in their OP are recommended to focus on process innovation rather than product innovation. While product innovation may affect other aspects of performance, such as market and financial ones, it was not found to significantly affect OP. Process innovation can also leverage KM’s contribution to manufacturing companies’ OP. Originality/value This is a pioneering study in that it developed an integrated model that depicts the interrelationships among KM, product innovation and process innovation and OP, in a developing country context.

scholarly journals Strategic knowledge management and enterprise social media

2018 ◽  
Vol 22 (6) ◽  
pp. 1288-1309 ◽  
Author(s):  
Chris Archer-Brown ◽  
Jan Kietzmann
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Building Blocks ◽  
Strategic Knowledge ◽  
Levels Of Abstraction ◽  
Content Type ◽  
Enterprise Social Media ◽  
Strategic Knowledge Management

Purpose This paper aims to examine if (and how), enterprise social media (ESM) can be understood as a strategic knowledge management phenomenon to improve organizational performance. Design/methodology/approach This paper uses intellectual capital theory and its functional building blocks to organize different types of the ESM platforms, based on secondary data. It then connects these findings to the underling intellectual capital tenets to introduce a conceptual model that explicates how ESM impacts strategic knowledge management, and vice versa. Findings This paper concludes that ESM provides a unique complement to traditional strategic knowledge management. The authors argue that ESM differs substantially from other contexts in which intellectual capital has been applied, and extend intellectual capital with three appropriate dimensions (human, social and structural capital). Given the potentially disruptive nature of ESM, this framework helps firms understand the nature of the changes that are needed. Originality/value The paper provides the first review of the business needs that are served by the software functions and management processes under the ESM banner. This original contribution takes the intellectual capital and strategic knowledge management discussions from their usual high levels of abstraction and relates them to the real world of ESM, focusing on outcomes. Its unique “Intellectual Capital Framework for the Socially Oriented Enterprise” includes distinct, testable propositions that provide a practical approach to strategically planning, implementing and optimizing ESM.

Leveraging intellectual capital through strategic knowledge management

2018 ◽  
Vol 34 (10) ◽  
pp. 1-3
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Self Awareness ◽  
Strategic Knowledge ◽  
Content Type ◽  
Competitive Edge ◽  
Pertinent Information ◽  
The Right ◽  
Strategic Knowledge Management ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Strategic knowledge management and elements of intellectual capital can influence a company’s competitive edge and ability to innovate. To achieve this most effectively the company needs a thorough self awareness and the ability to put together the right combinations of these factors. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Strategic knowledge management and evolving local government

2018 ◽  
Vol 22 (1) ◽  
pp. 219-234 ◽  
Author(s):  
Harri Laihonen ◽  
Sari Mäntylä
Keyword(s):  
Knowledge Management ◽  
Local Government ◽  
Public Management ◽  
Management Strategy ◽  
Strategic Knowledge ◽  
Performance Information ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
New Public ◽  
Strategic Knowledge Management

Purpose The characteristics of new public management and new public governance are well known, but their impact on managerial knowledge needs and the implementation of knowledge management in local government remains unclear. The purpose of this paper is to elaborate the key elements of a public organization’s knowledge strategy and shows how knowledge management can support public management. Design/methodology/approach A case study on the application of an action research process was conducted to study how the City of Tampere in Finland aimed to overcome challenges in utilizing performance information by applying the ideas of knowledge management. Findings The study suggests that a holistic knowledge management strategy promotes the use of performance information by providing a systematic management framework for gathering and utilizing the information. Practical implications Four factors appear critical for strategic knowledge management in local government. First, it should be driven by the city’s strategy. Second, it should be carefully integrated into the general management system. Third, clear processes and responsibilities for refining the data are needed. Fourth, the quality of the data must be guaranteed. The results also emphasize the roles of management culture and continuous performance dialogue. Originality/value This paper makes two contributions. First, it extends the analysis of a knowledge management strategy to public management, and second, it provides a practical illustration of the development process, where knowledge was put into prime focus in developing public management.

The effect of strategic knowledge management on the universities’ performance: an empirical approach

2018 ◽  
Vol 22 (3) ◽  
pp. 567-586 ◽  
Author(s):  
Sara Fernández-López ◽  
David Rodeiro-Pazos ◽  
Nuria Calvo ◽  
María Jesús Rodríguez-Gulías
Keyword(s):  
Knowledge Management ◽  
Panel Data ◽  
Conceptual Framework ◽  
Collaborative Work ◽  
Empirical Approach ◽  
Flow Diagram ◽  
Scientific Quality ◽  
Strategic Knowledge ◽  
Content Type ◽  
Strategic Knowledge Management

Purpose The purpose of this paper is to explore the relationship between the availability and use of IT solutions for strategic knowledge management (SKM) and the universities’ performance, measured in terms of scientific production. Design/methodology/approach Drawing on the resource-based view (RBV) and the knowledge-based theory, the authors develop a conceptual framework for exploring the effect of SKM based on IT on the organisation’s performance that they empirically test by applying panel data methodology to a sample of 70 Spanish universities over the period 2011-2014. Findings The authors confirm that the SKM based on IT influences the university’s performance. This effect is positive in the case of the IT solutions referred to the infrastructure of data grouping and more evident when the university’s performance is measured by indicators more directly related to scientific quality. Contrary to expected, the percentage of training and research staff that uses institutional tools of collaborative work is negatively related with the universities’ capacity of publication. Practical implications The authors followed the system dynamics approach to identify a causal diagram and a flow sequence that lets them group universities in three different profiles in the knowledge management (KM) flow diagram. Originality/value First, the authors develop a conceptual framework for exploring the effect of SKM based on IT on the organisation’s performance that could be applicable to analyse the case of other knowledge-driven organisations. Second, in contrast with the large number of studies dealing with SKM and performance focused on firms, the authors analyse universities. Third, the authors’ empirical approach used the panel data methodology with a large sample of universities over the period 2011-2014.

Strategic knowledge management in subsidiaries and MNC performance. The role of the relational context

2018 ◽  
Vol 22 (5) ◽  
pp. 1153-1175 ◽  
Author(s):  
Enrique Claver-Cortés ◽  
Patrocinio Zaragoza-Sáez ◽  
Mercedes Úbeda-García ◽  
Bartolome Marco-Lajara ◽  
Francisco García-Lillo
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Creation ◽  
Strategic Knowledge ◽  
Holistic Model ◽  
Relational Context ◽  
Content Type ◽  
The Relationship ◽  
Strategic Knowledge Management

Purpose Based on the knowledge-based theories of the MNC, this research aims to develop and test a holistic model to analyse the relationship between the strategic knowledge management (SKM) processes undertaken by subsidiaries and MNC performance. Additionally, it focuses on determining the impact that the relational context can have on knowledge creation and transfer inside the internal network of an MNC. Design/methodology/approach The research hypotheses are tested by partial least squares (PLS) with data from a sample of Spanish subsidiaries of foreign multinational firms belonging to high-technology and knowledge-intensive sectors. Findings The results confirm that: the implementation of a SKM by a subsidiary positively impacts on knowledge creation; the knowledge created by a subsidiary positively influences knowledge transfer, increasing the knowledge existing in the MNC; the knowledge transfer across all MNC units has a positive impact on MNC performance; the subsidiary’s relational context arises as a mediating variable between the knowledge created by a subsidiary and its transfer to the rest of the MNC. Originality/value The research proposes a holistic model that contemplates the joint interaction of the variables knowledge creation, knowledge transfer and performance. In addition, the proposed model contemplates the variable SMK of the subsidiary as the beginning of the knowledge creation-knowledge transfer-performance process. Finally, the mediating role of the relational context in the relationship between knowledge creation and transfer is analysed.

scholarly journals Employees’ proactive behavior and innovation performance

2019 ◽  
Vol 22 (5) ◽  
pp. 866-888 ◽  
Author(s):  
Mercedes Segarra-Ciprés ◽  
Ana Escrig-Tena ◽  
Beatriz García-Juan
Keyword(s):  
Product Innovation ◽  
Innovation Process ◽  
Process Innovation ◽  
Innovation Performance ◽  
Proactive Behavior ◽  
Content Type ◽  
Product And Process Innovation ◽  
Proactive Behaviors ◽  
Product And Process ◽  
Formal Controls

Purpose The purpose of this paper is to analyze the degree to which employees’ proactive behavior contributes to innovation performance in firms operating in high-technology sectors. Despite the benefits of these behaviors for individuals and organizations, few studies have analyzed the contextual conditions that enable firms to capture their value in order to improve innovation performance. Drawing on the interactionist perspective, the authors also examine the extent to which informal and formal controls, such as perceived support for innovation and innovation process formalization, can facilitate the contribution of proactive behaviors to improve innovation performance (product and process innovation). Design/methodology/approach Based on an empirical study with a sample of 173 firms operating in chemical and information technology service sectors, hierarchical regression analysis was used to test the relationship between employees’ proactive behavior and innovation performance, and the moderating effects of informal and formal controls. Findings The results reveal a positive and significant association between proactive behaviors and product and process innovation performance. Both control mechanisms positively moderate the association between proactive behavior and product innovation, but no moderating role was found for process innovation. Moreover, rather than inhibiting innovation performance, innovation process formalization is positively associated with innovation. More specifically, a curvilinear relationship was found, which implies that when the level of formalization is high, it is able to improve product and process innovation. Practical implications The findings suggest that managers should consider proactive behavior in selection processes and performance management, and should cultivate a climate to support innovation and establish formal controls for innovation as a way to channel employees’ initiatives into product innovation. Originality/value This study contributes to the theoretical and managerial understanding of the extent to which proactive employees and organizational controls are able to enhance innovation in a technologically dynamic context.

How strategic knowledge management drives intellectual capital to superior innovation and market performance

2018 ◽  
Vol 22 (3) ◽  
pp. 621-648 ◽  
Author(s):  
Slaðana Cabrilo ◽  
Sven Dahms
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Market Performance ◽  
Innovation Performance ◽  
Relational Capital ◽  
Strategic Knowledge ◽  
Content Type ◽  
Structural Capital ◽  
The Relationship ◽  
Strategic Knowledge Management

Purpose The purpose of this paper is to explore the moderation effect of strategic knowledge management (SKM) on the relationship between three components of intellectual capital (IC) and firm innovation and market performance. The authors argue that specific combinations of IC components and SKM activities can lead to higher innovation and market performance. It is also trying to assist companies to capitalize on both their IC and SKM. Design/methodology/approach Survey data have been collected from 101 Serbian companies, and these have been analyzed by using structural equation modelling (SEM) and fuzzy set qualitative comparative analysis (fsQCA) techniques. Findings The SEM results show that structural capital and relational capital have a direct effect on innovation performance. Although, there is no significant direct effect of human capital on innovation performance, the relationship becomes significant when moderated by SKM. The effects of human and structural capital on innovation performance are negatively moderated by SKM activities, while SKM positively moderates the effect of relational capital on innovation performance, but remained insignificant. Moreover, the insights from fsQCA show a clear pattern of equifinality, in that there are multiple combinations of static and dynamic conditions that can lead to higher innovation and market performance. Originality/value Two separate research fields of “static” IC and “dynamic” knowledge management have been combined in one integrated framework. From a methodological perspective, symmetric and asymmetric statistical tools have been combined to better understand contingency and interactions. This approach contributes to the literature and potentially offers a better understanding of how static intangible assets should be enabled by dynamic knowledge-based managerial activities to achieve high performance. The paper demonstrates that SKM capability matters with only a specific constellation of IC resources and therefore suggests a novel explanation for performance variances.

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