Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Tehreem Fatima ◽  
Ambreen Sarwar ◽  
Shahid Amin
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Organizational Effectiveness ◽  
Value Creation ◽  
Organizational Outcomes ◽  
Content Type ◽  
And Performance ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

PurposeThe purpose of this systematic review is to summarize the possible organizational outcomes related to knowledge management capabilities (KMCs). It aims at offering the modern-day dynamic organizations a path, through which they can utilize KMC at hand for gaining competitive advantage and positive organizational outcomes. The review is based on previous studies in the field of knowledge management and explains how KMCs are associated with various organizational outcomes.Design/methodology/approachA systematic approach was utilized to collect, examine, interpret and synthesize researches regarding KMCs and their usefulness for various organizational outcomes. The meta-synthesis method was adopted to review 106 research papers after careful selection.FindingsIt was evident from this integrated review that KMCs help in promoting organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. Furthermore, the current review suggests research avenues and knowledge gaps in current literature to provide future researchers unique research opportunities.Originality/valueThe review revealed a profound opinion that organizations have to develop an optimal mix of KMCs to achieve better organizational outcomes. The study identified how KMCs set a basis and build positive support to enhance the key organizational outcomes such as organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. However, cooperation bias is one of the most considerable limitations in research studies included in this systematic literature review.

Factors influencing innovation performance in higher education institutions

2020 ◽  
Vol 27 (4) ◽  
pp. 365-378 ◽  
Author(s):  
Mercy Asaa Asiedu ◽  
Hod Anyigba ◽  
Kwame Simpe Ofori ◽  
George Oppong Appiagyei Ampong ◽  
John Agyekum Addae
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Structural Equation ◽  
Higher Education Institutions ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Purpose The purpose of this paper is to explore the relationship between transformational leadership, knowledge management capabilities, organizational learning and innovation performance in the context of higher education institutions. Design/methodology/approach Using a survey research design, data was collected from 219 respondents comprising faculty and administrative staff from two public and five private universities in Ghana. The data were analysed by using the partial least squares approach to structural equation modelling with the use of Smart PLS software. Findings The results revealed that transformational leadership significantly predicts knowledge management capabilities and organizational learning and also has a positive effect on innovation performance. Originality/value Although some studies have covered the theoretical and empirical analyses of links between transformational leadership, innovation performance and some knowledge management capabilities, this study examines the direct links between transformational leadership and knowledge management capabilities, on one hand, and transformational leadership and organizational learning on the other, as well as their overall effect on innovation performance, which has been less discussed in literature, particularly in the tertiary educational sector and in the Ghanaian context.

Linking Business Strategy and Knowledge Management Capabilities for Organizational Effectiveness

2012 ◽  
pp. 186-207
Author(s):  
Trevor A. Smith ◽  
Annette M. Mills ◽  
Paul Dion
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Business Strategy ◽  
Future Research ◽  
Knowledge Process ◽  
Knowledge Resources ◽  
Improved Performance ◽  
Using Data ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

The effective management of knowledge resources is a key imperative for firms that want to leverage their knowledge assets for competitive advantage and improved performance. However, most firms do not attain the required performance levels even when programs are in place for managing knowledge resources. Research suggests this shortcoming can be addressed by linking knowledge management to business strategy. This study examines a model that links business strategy to knowledge management capabilities and organizational effectiveness. Using data collected from 189 managers, the results suggest that business strategy is a key driver of knowledge capabilities, and that both business strategy and knowledge capabilities impact organizational effectiveness. Additionally, the authors’ findings indicate that knowledge infrastructure capability is a key imperative for effective knowledge process capability. Managerial implications, limitations and opportunities for future research are also discussed.

Knowledge management and open innovation in agri-food crowdfunding

2019 ◽  
Vol 121 (2) ◽  
pp. 242-258 ◽  
Author(s):  
Valentina Cillo ◽  
Riccardo Rialti ◽  
Bernardo Bertoldi ◽  
Francesco Ciampi
Keyword(s):  
Knowledge Management ◽  
Open Innovation ◽  
Hierarchical Regression ◽  
Content Type ◽  
Knowledge Exploitation ◽  
Final Sample ◽  
Knowledge Management Capabilities ◽  
Knowledge Exploration ◽  
Management Capabilities ◽  
The Relationship

Purpose The purpose of this paper is to analyze the relationship between knowledge management capabilities and successful open innovation within agri-food businesses. This particular piece of research focuses on agri-food businesses which utilize crowdfunding platforms. Design/methodology/approach The research adopts a survey-based methodology, which is useful in enhancing the generalization of results. The final sample includes 80 cases for the analysis. The model and the hypotheses were tested through a hierarchical regression model. Findings This research assesses the importance of knowledge management capabilities for successful open innovation in crowdfunding for agri-food businesses. In particular, it emerged that IT-based knowledge exploitation capabilities are enablers of open innovation strategies. Additionally, it emerged that knowledge exploration capabilities can positively mediate the relationship between IT-based knowledge exploitation capabilities and open innovation in the context of agri-food businesses. Originality/value To the authors’ best knowledge, few researchers have explored this topic and, as such, there is a need to better conceptualize this intriguing phenomenon and to provide empirical evidence to support it.

Linking Business Strategy and Knowledge Management Capabilities for Organizational Effectiveness

2010 ◽  
Vol 6 (3) ◽  
pp. 22-43 ◽  
Author(s):  
Trevor A. Smith ◽  
Annette M. Mills ◽  
Paul Dion
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Business Strategy ◽  
Future Research ◽  
Knowledge Process ◽  
Knowledge Resources ◽  
Managerial Implications ◽  
Improved Performance ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

The effective management of knowledge resources is a key imperative for firms that want to leverage their knowledge assets for competitive advantage and improved performance. However, most firms do not attain the required performance levels even when programs are in place for managing knowledge resources. Research suggests this shortcoming can be addressed by linking knowledge management to business strategy. This study examines a model that links business strategy to knowledge management capabilities and organizational effectiveness. Using data collected from 189 managers, the results suggest that business strategy is a key driver of knowledge capabilities, and that both business strategy and knowledge capabilities impact organizational effectiveness. Additionally, the authors’ findings indicate that knowledge infrastructure capability is a key imperative for effective knowledge process capability. Managerial implications, limitations and opportunities for future research are also discussed.

scholarly journals Achieving strategic flexibility in the era of big data

2020 ◽  
Vol 58 (8) ◽  
pp. 1585-1600 ◽  
Author(s):  
Riccardo Rialti ◽  
Giacomo Marzi ◽  
Andrea Caputo ◽  
Kayode Abraham Mayah
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Structural Model ◽  
Methodological Approach ◽  
Strategic Flexibility ◽  
Content Type ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

PurposeThis research unpacks the micro-mechanisms that exist between an organisation's ability to conduct big data analytics (BDA) and its achievement of strategic flexibility. Knowledge management capabilities and organisational ambidexterity have long been considered factors influencing the aforementioned relationship. In order to assess this, the authors build on dynamic capabilities as the main theoretical lens through which to examine.Design/methodology/approachStructural equation modelling (SEM) is the main methodological approach used in this research. A structural model was developed and tested based on 215 survey responses collected from managers of organisations in continental Europe.FindingsThe results indicate that BDA capabilities are a significant antecedent of an organisation's strategic flexibility. This relationship, however, is influenced by knowledge management capabilities and ambidexterity.Practical implicationsManagers wishing to properly exploit the potential of big data should invest in the elaboration of knowledge management processes across their organisation. This strategy can foster strategic flexibility.Originality/valuePrevious research has explored the theoretical links between big data, knowledge management and strategic flexibility. However, little attention has been paid to the quantitative investigation of the phenomenon.

scholarly journals The performance implications of knowledge management and strategic alignment of MNC subsidiaries

2019 ◽  
Vol 23 (8) ◽  
pp. 1477-1501 ◽  
Author(s):  
Marina Dabic ◽  
Timothy Kiessling
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Developed Countries ◽  
Strategic Orientation ◽  
Self Report ◽  
Strategic Choices ◽  
Content Type ◽  
Strategic Orientations ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Purpose The purpose of this paper was to investigate antecedents and results of strategic choices of multinational corporation (MNC) subsidiaries in Croatia economy. Hence, the authors examined knowledge management and its association with performance. Additionally, they explored which of the strategies will be most likely chosen by subsidiaries in transitional economies that are characterized by market volatility and uncertainty. Design/methodology/approach Data were collected from a survey of 131 MNC subsidiaries operating in Croatia. To test the theoretical correlation between knowledge management capabilities and strategic orientation, the authors used the ANCOVA method and controlled for industry, years in international business and firm size. Findings The results pointed out the recognized necessities for a specific alignment between environment, strategy and knowledge management capabilities. The findings also suggest that there is a positive relationship between knowledge management and performance. Research limitations/implications As with most of the research, this paper has limitations. First, all data were collected using self-report surveys raising the possibility of response set biases. Additionally, all data were collected at one point in one country specifically in Croatia. Practical implications Clearly, there is substantial interaction between the MNC subsidiary’s environment and the MNC subsidiary’s strategic orientation. Most notably, the environment studied here was at the competitive and consumer market level. Firms need to develop a strategic plan for knowledge management based upon the local environmental influences. Social implications Other firms from Central and Eastern European and developed countries may compare their own environment, strategy and knowledge management practices in MNCs with findings from Croatia to be aware of similarities and market differences. Originality/value The strategic employment of knowledge acquisition, conversion and application are examined across firms using the Prospector, Analyzer, Defender and Reactor strategic orientations.

Developing a conceptual framework of knowledge management

2019 ◽  
Vol 11 (1) ◽  
pp. 139-160 ◽  
Author(s):  
Rayees Farooq
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Theoretical Model ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Value Creation ◽  
Organizational Memory ◽  
Learning Orientation ◽  
Knowledge Reuse ◽  
Content Type

Purpose Knowledge management is a function of learning orientation, knowledge sharing, organizational memory and knowledge reuse. This paper aims to endeavor to explore a link between knowledge management and value creation which seem to be fragmented in the literature due to various conceptualizations and meanings. The study hypothesized a moderating role of social capital on the relationship between knowledge management and value creation. Design/methodology/approach The study was approached from the theoretical perspective. Study thoroughly reviews and analyzes the literature by developing a link between knowledge management and value creation. The studies were explored from selected databases including “Google scholar”, “Emerald” and “ProQuest” using the keyword search, namely, “Knowledge Sharing”, “Learning Orientation”, “Organizational Memory”, “Knowledge Re-use”, “Knowledge Management”, “Knowledge-based View”, “Competitive Advantage”, “Value Creation” and “Social Capital” to reduce the interpretation bias. Findings Knowledge management is an important predictor of value creation which can be strengthened by developing strong interpersonal relationships with all stakeholders. Organizations can create competitive advantage by managing social capital through knowledge management processes including learning orientation, knowledge sharing, organizational memory and knowledge reuse. Research limitations/implications The study is based on a theoretical model and an apparent limitation is the non-existence here of contributions and discussions that have been based on empirical data. Future study may use other moderating and mediating variables such as industry type, market orientation, human capital and organizational climate to know whether knowledge management directly affects the value creation or indirectly through these variables. The hypotheses emerged from the model can be operationalized by generating the items from the review of the literature. Originality/value The study contributes to the knowledge management literature by developing a theoretical model of knowledge management based on underlying dimensions of learning orientation, knowledge sharing, organizational memory and knowledge re-use.

Unleashing the dynamics of triple-A capabilities: a dynamic ambidexterity view

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jie Yang
Keyword(s):  
Knowledge Management ◽  
Manufacturing Industry ◽  
Performance Outcomes ◽  
Content Type ◽  
Knowledge Based ◽  
The Usa ◽  
Knowledge Management Capabilities ◽  
Knowledge Exploration ◽  
Management Capabilities ◽  
The Impact

PurposeThis study examines the impact of knowledge management capabilities on agility, adaptability and alignment (triple-A), drawing upon the nexus of the knowledge-based view and dynamic ambidexterity in the context of manufacturing industry in the USA. It also assesses the performance outcomes of triple-A capabilities in terms of operational and relational performance.Design/methodology/approachPath analysis was performed in this empirical study in the manufacturing industry.FindingsThe results show that knowledge management capabilities are conducive to the development of triple-A capabilities, which in turn lead to the improvement of operational and relational performance.Originality/valueThis study is grounded in the marriage of the knowledge-based view and dynamic ambidexterity to assess the combinative impact of knowledge management capabilities of knowledge acquisition and sharing through absorptive and desorptive capacities on agility and adaptability through knowledge exploration and alignment by knowledge exploitation in the pursuit of triple-A capabilities. This study unentangles the linkage between knowledge management capabilities and triple-As by theorizing the connection between absorptive/desorptive capacity and exploration/exploitation in terms of responsive and efficient supply chain respectively.

A Synthesis of Organizational Learning and Knowledge Management Literatures

2014 ◽  
pp. 122-147
Author(s):  
Srinivasan Tatachari ◽  
K. S. Manikandan ◽  
Srinivas Gunta
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Organizational Outcomes ◽  
Integrated Model

This chapter contributes to the literature through a synthesis of the hitherto disparate organizational learning and knowledge management fields. Two distinct epistemological traditions are identified, and the literature under each tradition is synthesized separately to start with. Epistemology of possession considers knowledge as an object that can be codified, stored, retrieved, and applied to achieve organizational outcomes. One of the major contributions of this chapter is to present an integrated model of organizational learning synthesizing the frameworks of Kolb (1993), Crossan, Lane, and White (1999), and Nonaka (1994), each of which is a dominant theoretical strand within the epistemology of possession. The epistemology of practice, in contrast, assumes knowledge as an integral part of doing and as something that cannot be distinct from the process of learning. By indicating a directional attempt at synthesizing the two epistemologies themselves through the multi-faceted literature on routines, the authors make another contribution to the literature. They illustrate implications for competitive advantage throughout the chapter.

Knowledge management processes and organizational performance: the mediating role of organizational learning

2020 ◽  
Vol 24 (8) ◽  
pp. 1859-1880 ◽  
Author(s):  
María Obeso ◽  
Remedios Hernández-Linares ◽  
María Concepción López-Fernández ◽  
Ana María Serrano-Bedia
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Firm Performance ◽  
Organizational Performance ◽  
Knowledge Generation ◽  
Future Research ◽  
Content Type ◽  
Mediating Role ◽  
And Performance

Purpose The purpose of this paper is twofold. First, it aims to analyze the individual influence of different knowledge management practises (KMP) on firm performance. Second, it aims to analyze the mediating role of organizational learning (OL) between each KMP and performance. Design/methodology/approach A telephone-survey was applied in 2018 to the managers of 400 Spanish firms. The data retrieved was analyzed by using multiple regression analysis. Findings Knowledge generation (KG) and knowledge flow (KF) promote firm performance, while there is not a direct association between knowledge storage and performance. OL mediates the relationship between KG and performance, as well as between KF and performance. Research limitations/implications First, this research confirms that not all the KMP have a direct effect on firm performance, thus, future research would need to differentiate between different KMP. Second, this paper is pioneering in providing empirical evidence that OL mediates the KMP – performance relationship. Third, the empirical study was performed in a context non-researched yet by the literature considering KMP individually: Spain. Practical implications First, besides the results managers should focus their efforts in practises related to KG and application. Second, OL mediating suggests that managers should invest in managerial commitment to promote a shared culture, shared vision, open-mind to new ideas and a lot of dialogue. Originality/value This is the first study that investigates how KMP contribute to firm performance by incorporating the mediating impact of OL. The results will help organizations to identify the KMP improving the performance.

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