scholarly journals Knowledge Management Processes and Firm Innovation Capability: A Theoretical Model

2015 ◽  
Vol 11 (18) ◽  
Author(s):  
Andrew C. Ologbo ◽  
Khalil Md Nor
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Innovation Capability ◽  
Firm Innovation ◽  
Management Processes ◽  
Knowledge Management Processes

Toward a Theoretical Model of Learning Organization and Knowledge Management Processes

2019 ◽  
Vol 15 (2) ◽  
pp. 55-80 ◽  
Author(s):  
Said Abdullah Al Saifi
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Learning Organization ◽  
Shared Vision ◽  
Learning Organisation ◽  
Personal Mastery ◽  
Management Processes ◽  
Five Disciplines ◽  
Practical Guidance ◽  
Knowledge Management Processes

This article puts forward a conceptual model for understanding the influence of the learning organization's five disciplines on knowledge management processes. It proposes that the learning process should be measured as a multi-disciplinary construct consisting of personal mastery, mental models, team learning, shared vision, and systems thinking. Potential implications of learning organisation disciplines for the acquisition, sharing, and application of knowledge are illustrated. A number of possible relationships between learning organization disciplines, and knowledge management processes were employed to propose such relationships. This article develops a measure that shows the connection between the learning organization's disciplines and knowledge management processes. Through a conceptualization of the relationships between the learning organization discipline and knowledge management processes the study provides practical guidance for practitioners during the implementation 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.

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.

The Roles of Knowledge Management and Cooperation in Determining Company Innovation Capability: A Literature Review

10.28945/4739 ◽  
2021 ◽  
Vol 16 ◽  
pp. 125-145
Author(s):  
Elan N Purwanto ◽  
Ernie T Sule ◽  
Imas Soemaryani ◽  
Yudi Azis
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Literature Review ◽  
Data Extraction ◽  
Relevant Literature ◽  
Future Research ◽  
Online Research ◽  
Innovation Capability ◽  
Research Model ◽  
Business Practitioners

Aim/Purpose: The aim of this study is to develop a research model derived from relevant literature to guide empirical efforts. Background: Companies struggle to innovate, which is essential for improving their performance, surviving in competition, and growing. A number of studies have discussed company innovation capability, stating that innovation capability is influenced by several variables such as cooperation and knowledge management. Therefore, further research is necessary to identify factors playing a role in enhancing innovation capability. Methodology: This study is based on systematic literature review. The stages are: (1) research scope review, (2) comprehensive online research, (3) journal quality assessment, (4) data extraction from journals, (5) journal synthesis, and (6) comprehensive report. The online research used Google Scholar database, by browsing titles, abstracts, and keywords to locate empirical research studies in peer-reviewed journals published in 2010-2020. Furthermore, 62 related articles were found, of which 38 articles were excluded from further analysis and 24 articles were selected because they were more related to the topic. Contribution: The results of this study enrich the research in the field of knowledge management, cooperation, and innovation capability by developing a conceptual framework of innovation capability. The proposed theoretical model may be fundamental in addressing the need of a research model to guide further empirical efforts. Findings: This study provides a research model derived from systematically reviewing relevant literature. The proposed theoretical model was done by incorporating the aspects of knowledge management, cooperation, and innovation capability. The model shows that knowledge management and cooperation are essential aspects of innovation capability. Furthermore, this study also provides the dimensions and sub dimensions of each variable that was established after synthesizing the literature review. Recommendations for Practitioners: Business practitioners can use the identified predictors of innovation capability and the dimensions of each variable to explore their company’s innovation capability. They can also take the relevant variables into consideration when making policies regarding innovation. Recommendation for Researchers: The theoretical model proposed in this study needs validation with further empirical investigation. Impact on Society: Readers of this paper can obtain an understanding that knowledge management and cooperation are essential aspects to consider in enhancing innovation capability. Future Research: Future studies should explore other dimensions of knowledge management and cooperation through alternative approaches and perspectives.

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.

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

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