Knowledge Management, Intellectual Capital and Innovation Performance in Italian SMEs

2019 ◽  
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Innovation Performance

Knowledge management strategies, intellectual capital, and innovation performance: a comparison between high- and low-tech firms

2018 ◽  
Vol 22 (8) ◽  
pp. 1757-1781 ◽  
Author(s):  
Marta Buenechea-Elberdin ◽  
Josune Sáenz ◽  
Aino Kianto
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Management Strategies ◽  
Innovation Performance ◽  
Primary Data ◽  
Content Type ◽  
Knowledge Resources ◽  
Technological Level

Purpose This study aims to analyse the complementary role of structural and relational capital (as the outcomes of codification and personalisation knowledge management strategies) in renewal capital and innovation in high- and low-tech companies. Design/methodology/approach The primary data, which were collected through a structured questionnaire from 180 Spanish companies, are analysed using structural equation modelling based on partial least squares. Findings Overall, the study offers three fundamental findings. First, it demonstrates the outstanding role of renewal capital as an intellectual capital (IC) component; second, it provides a conceptual analysis of the connection between knowledge management strategies and IC; and third, it highlights the necessity of considering the technological level of the firm as a contingency variable affecting the IC–innovation relationship. Research limitations/implications The study has three apparent limitations: The sample of firms is restricted to Spanish companies, data concerning the main study variables were collected from only one person at each firm, and not all of the possible components of IC were included in the research model. Practical implications Business practitioners can find useful guidelines for making efficient use of knowledge resources when boosting innovation performance, depending on the technological level of their firms. Originality/value Although many studies have tried to disentangle the IC–innovation connection, this study is unique, as it considers knowledge management strategies, a novel combination of IC components and the level of technological sophistication in the same analysis.

scholarly journals The Influence of Knowledge Management Processes on Intellectual Capital and Innovation Performance

2020 ◽  
Vol 11 (1) ◽  
pp. 6-6
Author(s):  
Wendra Wendra ◽  
Fadhliah M. Alhadar
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Value Creation ◽  
Innovation Performance ◽  
Organisational Performance ◽  
Management Processes ◽  
Km Value ◽  
Key Resources

The organisational ability to utilise its knowledge is inseparably linked to its innovation performance. Knowledge is characterized as valuable, rare, inimitable and non-substitutable (VRIN) resources. Those characteristics are key resources to achieve organisational performance (Ferreira & Hamilton, 2010; Wang, 2014; Hussinki, Ritala, Vanhala, and Kianto, 2017). Within literature, there are two streams of academics discussion relating to knowledge in organisation. Those are intellectual capital (IC) literature, and knowledge management (KM) literature (Ramadan, Dahiyat, Bontis, & Al-dalahmeh, 2017; Kianto, Ritala, Spender, & Vanhala, 2014). The first stream considers IC as static resources or materials for organisational value creation. While the later sees KM as processes to create organisational value. Even though many studies have considers the important role of IC and KM Processes (KMPs) in creating values, however there are only limited studies examine IC and KMPs interaction to support innovation performance (IP) (Hsu & Sabherwal, 2012; Cabrilo and Dahms, 2018). Most of the existing studies have contented themselves with assessing IC or KM value level, and then correlating those two to IP. There are far less studies examining to what extent KMPs are consciously implemented within organisations, and furthermore, how the implementation of KMPs impacts the quality of IC leading to the success of IP. To bridge these gaps in the existing knowledge, the current paper examines how KMPs impacts on organisational IC and IP. This study suggested that IC as static resources could be examined as a mediation of KMPs influence on IP. The idea is that KMPs have the abilities to renew IC, leading to support organisational IP. Accordingly, the rationale for this study is to develop a conceptual model of KMPs-IC-IP causal relationship, and provide empirical evidence on the model. This study is expected to contribute to a broader knowledge of the extent IC that can mediate KMPs and IP relationship. Keywords: Knowledge Management Process, Intellectual Capital, Innovation Performance

scholarly journals The Influence of Knowledge Management Processes on Intellectual Capital and Innovation Performance

2020 ◽  
Vol 5 (3) ◽  
pp. 179-187
Author(s):  
Wendra Wendra ◽  
Fadhliah M. Alhadar
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Small And Medium Enterprises ◽  
Partial Least Square ◽  
Innovation Performance ◽  
Management Processes ◽  
Apparel Companies ◽  
Medium Enterprises ◽  
The Impact ◽  
Knowledge Management Processes

Objective – Low amounts of management research have taken into account the link between knowledge management processes and intellectual capital in innovation success. This study empirically investigates the mediation role of intellectual capital in the relationship between knowledge management processes and innovation performance. Methodology/Technique – The research questionnaires were distributed to 297 small and medium enterprises wearing apparel companies in Indonesia. The primary statistic methodology for data analysis was Partial Least Square. Findings – The study found that knowledge management processes and intellectual capital significantly influence innovation performance. Furthermore, intellectual capital mediated knowledge management processes impact on innovation performance partially Novelty - IC partially mediates the impact of knowledge management processes on innovation performance. Type of Paper: Empirical. JEL Classification: L67, L25, M19. Keywords: Knowledge Management Processes; Intellectual Capital; Innovation Performance; Small and Medium Enterprises; Wearing Apparel Companies. Reference to this paper should be made as follows: Wendra, W. and Alhadar, F.M. 2020. The Influence of Knowledge Management Processes on Intellectual Capital and Innovation Performance, J. Mgt. Mkt. Review 5(3) 179 – 187. https://doi.org/10.35609/jmmr.2020.5.3(6)

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.

The effect of knowledge management on intellectual capital, social capital, and firm innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahdi Salehi ◽  
Mohammad Ali Fahimi ◽  
Grzegorz Zimon ◽  
Saeid Homayoun
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Chief Executive Officers ◽  
Structural Equation ◽  
Chief Executive ◽  
Equation Modeling ◽  
Capital Social ◽  
Manufacturing Companies ◽  
Content Type

Purpose This study aims to analyze the literature on knowledge management on intellectual capital, social capital and its contribution to Iranian companies’ innovation. Design/methodology/approach To investigate knowledge management’s relationship on intellectual capital, social capital and innovation, using structural equation modeling based on data collected from 205 chief executive officers, production managers and marketing managers of Iranian companies. The research instrument is a standard questionnaire consisting of 109 questions in which 5 of them are demographic questions, 26 questions were asked to reveal the knowledge management process, 40 questions for intellectual capital, 21 for social capital and 17 for innovation. Findings The results show that knowledge management has a positive and significant relationship between intellectual capital and social capital. Knowledge management did not have a significant effect on innovation. However, intellectual capital and social capital have a significant effect on innovation. On the other hand, knowledge management mediated by intellectual capital and social capital has a positive and significant indirect effect on innovation. Originality/value The paper includes the implications for developing knowledge management and intellectual, social capital leading to innovation in manufacturing companies. Knowledge management can improve the innovation performance of a company if it is shared and applied effectively. This study addresses an important subject and the findings may be used by professionals and managers or another person interested in advancing knowledge management that leads to innovation.

The impact of intellectual capital and knowledge flows on incremental and radical innovation

2018 ◽  
Vol 10 (2/3) ◽  
pp. 149-170 ◽  
Author(s):  
Duy Quoc Nguyen
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Intellectual Capital ◽  
Radical Innovation ◽  
Knowledge Flows ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Content Type ◽  
Radical Innovations ◽  
The Impact

PurposeThe purpose of this paper is to develop a theoretical and empirical exploration of link between organization intellectual capital and knowledge flows with its incremental and radical innovation performance.Design/methodology/approachThis paper adopts relevant literature of social capital and organizational learning to examine the impact of intellectual capital and knowledge flows on incremental and radical innovation based on surveying 95 firms. To test the research hypotheses, regression analysis is used.FindingsResults of the study show that human capital and top-down knowledge flows significantly and positively influence both incremental and radical innovations. Social capital and bottom-up knowledge flows do not have any significant impact on incremental or/and radical innovation. Organizational capital has a positive impact on incremental innovation as expected.Practical implicationsThe results offer several practical implications for business managers to harvest its knowledge bases resident in the firm’s different forms appropriately to make innovation successful. Particularly, knowledge resident in human capital and organizational capital is useful for making incremental innovation. Especially, new knowledge, new skills and new perspectives resident in human capital are crucial important for making radical innovation. Both incremental and radical innovations are positively influenced by dynamic managerial capabilities.Originality/valueThis study contributes to literature by providing new evidence linking organization intellectual capital and knowledge flows with its innovation performance. Especially, the missing link between top-down knowledge flows and radical innovation is empirically examined. Value of this study is that social capital and bottom-up knowledge flows are not universally beneficial for enhancing innovation and their impacts on innovation performance are context dependent and more sophisticated than it is recognized in the literature.

scholarly journals KNOWLEDGE MANAGEMENT IN INDUSTRY CLUSTERS AS AN INDICATION OF ENTREPRENEURSHIP

2014 ◽  
Vol 2 ◽  
pp. 5-14 ◽  
Author(s):  
Bogusław Bembenek ◽  
Teresa Piecuch
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Industry Clusters ◽  
Mutual Cooperation ◽  
Strategic Resource ◽  
The Way

The article emphasizes the fact that industry clusters, as organisations, composing of various subsystems through mutual cooperation, are able to successfully attain the established objectives. Their capability to work efficiently is determined, however, by the quantity and quality of the knowledge they possess.Knowledge, as a component of intellectual capital, is currently the key strategic resource of clusters.  Even more crucial is the way in which a manager of a cluster achieves, processes, transfers, and protects the knowledge.  Assuming that knowledge management influences the results of a cluster, the article determines the significance of this process, and indicates the need for ceaseless development.

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