scholarly journals Organizational innovation capability as a result of knowledge management processes - a literature review

Management ◽  
2020 ◽  
Vol 24 (1) ◽  
pp. 143-156
Author(s):  
Monika Inków
Keyword(s):  
Knowledge Management ◽  
Organizational Innovation ◽  
Business Environment ◽  
Innovation Capability ◽  
Innovative Capability ◽  
Management Processes ◽  
Research Problems ◽  
Innovation Capacity ◽  
High Level ◽  
Knowledge Management Processes

SummaryNowadays, innovation and innovativeness have become a key conditioning factor in the survival of an organization. The organizations should have a sufficiently high level of innovation capability to be able to effectively develop and implement new solutions. Currently, researchers are increasingly talking about knowledge management processes in the context of creating and developing innovation capability of an organization (e.g. Hussein et al. 2016; Wijekoon and Galahitiyawe 2016). As noted by Hussein et al. (2016), sharing knowledge in a dynamically changing business environment is gaining key importance for the success of an organization. Knowledge itself, on the other hand, is indicated as a key source of innovation in the literature on knowledge management (Wijekoon and Galahitiyawe 2016; Monferrer et al. 2014; Nonaka et al. 2000; Yesil et al. 2013).The purpose of this study is to show what kind of research problems / which research problems related to knowledge management in the context of creating and developing innovative capability are most often raised by representatives of science in the world and the second objective is an attempt to answer the question whether innovation capacity can be treated as a result of knowledge management processes.

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

2017 ◽  
Vol 16 (01) ◽  
pp. 1750002 ◽  
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.

Knowledge management processes, innovation capability and organizational performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahmoud Mohammad Migdadi
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Unified Framework ◽  
Content Type ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

PurposeThe purpose of this study is to introduce a unified framework which integrates knowledge management processes (knowledge creation, sharing, storage and documentation and acquisition), innovation capability (product, process, marketing and organizational and organizational performance (operational, financial and product quality). Then empirically test the effect of knowledge management processes (KMP) on innovation capability (IC), the effect of IC on organizational performance (OP) and the impact of KMP on OP through the mediator (IC).Design/methodology/approachA questionnaire was designed and addressed to the general managers of the Jordanian companies making up the target population. Statistical techniques employed included confirmatory factor analysis and structural equation modeling (SEM) using AMOS 24 to test the hypotheses.FindingsThe results show that KMP influences IC, IC affects OP and KMP impacts OP through the mediator (IC).Research limitations/implicationsThe use of longitudinal data and comparisons with this study would provide further insights that would assist in generalizing knowledge related to the relationships among KMP, IC and Os' P.Practical implicationsIf organizations fully comprehend KMP and IC, they would be able to implement them successfully, creating value for their companies and improving OP.Originality/valueThe existing research on KMP and IC is primarily conceptual and descriptive in nature, and empirical research confirming the real impact of KMP when developing IC is lacking. Also. the relationship between innovation capabilities and OP has not been adequately studied. Hence, this study introduces a conceptual framework which integrates KMP, IC and OP and simultaneously empirically tests the relationships among them.

Knowledge Management Within the Context of Organizational Innovation

2020 ◽  
pp. 26-49
Author(s):  
M. Hanefi Calp
Keyword(s):  
Knowledge Management ◽  
Business Performance ◽  
Large Scale ◽  
Organizational Innovation ◽  
Innovation Process ◽  
Easy Access ◽  
Management Processes ◽  
Management Concept ◽  
The Right ◽  
Knowledge Management Processes

Knowledge management aims to provide easy access and management of the information resource for the institutions and thus to create value by taking the right decisions. Since knowledge management has a decisive impact on the business performance and innovation process at different stages and requires a different knowledge management concept, enterprises should integrate innovation selection activities into knowledge management processes. Otherwise, businesses may face problems in the management processes of the information resources they have. The purpose of this chapter is to first specify the definition and tasks of knowledge management, then to examine the knowledge management processes and to correctly identify of the problems encountered in these processes to find and to implement effective solutions and to realize effective management of the knowledge management within the scope of organizational innovation. This study is very important for businesses with a large scale of the budget, human resources, corporate memory, and thus, a data source.

scholarly journals Evaluation Model of the Integrational Relationship between Knowledge Management Processes and Business Processes

2020 ◽  
Vol 88 ◽  
pp. 142-166
Author(s):  
Aurelija Ulbinaitė ◽  
Justas Gribovskis
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Evaluation Model ◽  
Business Environment ◽  
Added Value ◽  
Integrative Evaluation ◽  
Management Processes ◽  
Information And Communication ◽  
The Impact ◽  
Knowledge Management Processes

In a contemporary organization, knowledge management is rarely assumed to be a supportive activity. Knowledge management processes are rather assessed as being inseparable from other main organizational processes. Considering the up-to-date research, there are no doubts about the benefits of knowledge management. However, because of its wide internal and external dissemination, it is challenging to identify and assess its value both in its entirety and in its value created by its individual processes. In the interdisciplinary context of literature analysis of information and communication and management research, in this article, the authors present the integrative evaluation model of the relationship between knowledge management processes and business processes. The model is characterised by its wide organizational applicability and allows measuring the value created by knowledge management processes in a real business environment. The model integrates the processes of product development, manufacturing and sales, including their constitutional dimensions, metrics and indexes, respectively. All this enables determining the impact of knowledge management processes on the main business processes and the resulting organizational added value.

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

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.

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