User participation, knowledge management capability and service innovation: e-commerce enterprises in the digital age

PurposeDespite the fact that user participation (UP) has been highlighted as an important aspect in innovation, previous findings on its relationship with service innovation performance (SIP) are inconsistent. This study aims to investigate the relationships among UP, knowledge management capability (KMC) and SIP, especially in the digital age, inspired by the theories of knowledge-based and absorptive capacity.Design/methodology/approachBased on a sample of 252 Chinese e-commerce enterprises, this study adopts a hierarchical regression analysis and bootstrap method to test the theoretical framework and research hypotheses.FindingsUP and KMC have positive effects on SIP, respectively. KMC plays a mediating role in the effect of UP on SIP. Furthermore, the intermediary role of KMC varies in different sub-paths between UP and SIP.Originality/valueFirst, this study provides some explanations for inconsistent arguments on the relationship between UP and service innovation. Second, with the consideration of specific dimensions of UP and SIP, the mediation role of KMC varies in different sub-paths has been recognized, which provides a deeper understanding of the relationship between UP and SIP. Third, this study opens the discussion about how to realize SIP more effectively in the digital age, advancing theoretical and practical developments on service innovation.

Fostering exploitative and exploratory innovation through HRM practices and knowledge management capability: the moderating effect of knowledge-centered culture

Purpose Given the important role of knowledge resource for organizational innovation, the purpose of this study is to examine the mediating mechanism of knowledge management capability (KMC) and the moderating role of knowledge-centered culture (KCC) in the relationship between human resource management (HRM) and firms’ innovation capabilities. Design/methodology/approach Analysis of moment structures and structural equation modeling are applied to examine the correlation among the constructs based on the survey data collected from 135 manufacturing firms. Findings The empirical findings reveal that KMC positively mediates the relationship between HRM practices and innovation capability. Especially, KCC of organization significantly fosters the impacts of HRM practices on KMC and aspects of innovation capability, namely, exploitative and exploratory innovation. Practical implications Chinese firms should invest in HRM practices and KMC to improve their innovation capabilities. In addition, developing KCC is suitable for Chinese firms to foster the effects of HRM practice on innovation capability. Originality/value By investigating the different moderated-mediation mechanisms, the paper has significantly contributed to advancing the body of knowledge of innovation theory and providing deeper insights on the correlation between HRM practices and firm’s capability for ambidextrous innovations.

Knowledge management capability as an absorptive for driving innovation: The role of type of innovation

Knowledge-Based View as an intangible resource for the company will become the knowledge capability it possesses. Particularly in the context of SMEs in developing countries like Indonesia, SMEs have a big role in contributing to the country's economy. Therefore, knowledge capability is a resource that must be owned by SMEs that should be able to encourage adopting this type of innovation. In accordance with the basis of Knowledge-Based View, this knowledge will have an impact on company performance and its competitive advantage through the types of innovations that have been adopted. The quantitative method was used by distributing questionnaires totaling 120 SMEs in Indonesia and the data were processed using PLS-SEM. This study has a hypothesis that the relationship between knowledge management capability has a positive and significant effect on firm performance, as well as the mediating role of the type of innovation. The results in this study indicate that knowledge management capability does not have a significant effect on firm performance. However, the relationship between knowledge management capability shows that it has a significant effect on marketing, product, process, and service innovation. Discussions related to these results are also explained by implication factors in this study.

A STRUCTURAL EQUATION MODEL LINKING INNOVATION AND KNOWLEDGE MANAGEMENT CAPABILITY TO IMPROVE ORGANISATIONAL CAPABILITY EFFICIENCY

Organisations implementing homogeneous and intellectual resource organisational capabilities, such as innovation (INNO) and knowledge management capability (KMC), suffer from organisational capability inefficiencies that are caused by multiple influences. The purpose of the study was to develop a structural equation model (SEM) for the alignment of INNO and KMC that would assist organisations’ managers to improve organisational capability efficiency (OCE) during implementation. Since very little consideration has been given to the analogous nature of INNO and KMC in either theory or practice, organisations have most often implemented these strategic initiatives in isolation or by using a departmentalised approach. A structured questionnaire was used and analysed, primarily by means of factor analysis, to contribute to the validation of the SEM. The findings revealed that organisations implementing INNO must consider KMC and align/synthesise them to attain OCE.

Knowledge Management Capability in Nepalese Commercial Banks

This study focuses on exploring the state of knowledge management capability (KMC) in Nepalese commercial banks and develop as well as validate its dimensions. A survey research strategy was adopted to achieve the study objective and the descriptive research design was followed to explore the state of KMC in Nepalese commercial banks. The population of this study was comprised of all 27 commercial banks of Nepal. To achieve sufficient sample size and generalization of the result, the sample frame for this study included 9 commercial banks. At least 20 employees from each organization were approached to respond about the existence of KMC in their respective organizations. Altogether 250 questionnaires were distributed, out of this 180 questionnaires were returned, the response rate was 72%, which may be taken highly satisfactory in survey research design. The exploratory factor analysis (EFA) of KMC was done to extract the latent factors or dimensions from the measured items. All three dimensions of KMC were found in unsatisfactory state. The private sector banks were found to have a better position in all three dimensions of KMC than the public sector banks. Further, the EFA of KMC items revealed for dimensions of KMC: knowledge acquisition, knowledge sharing-employees, knowledge sharing-management and knowledge utilization.

Indonesian Islamic Banking Performance: a Conceptual Framework

This conceptual paper aims to develop an integrated organizational performance model. The analysis will focus on the role of organizational management variables using Indonesian Islamic banking as a case study and features a correlation between how they manage their performance. The model developed in this paper uses a conceptualization phase adapted from Dubin's theory-building method. The conceptualization phase formed through interviews, observations, written expert experiences, and research publications. The finding proposes a conceptual framework that has the potential to boost organization performance by pay attention to how to bring together service innovation, knowledge management capability, and human capital drivers in such a model. The findings provide valuable insights for organizations into non-financial variables' role and the importance of organizational management variables in improving organizational performance, which could help them in (re-) align their management practices and formulating strategies for Indonesian Islamic banking.JEL Classification: L2, L8How to Cite:Pertiwi, R. R. (2020). Indonesian Islamic Banking Performance: A Conceptual Framework. Etikonomi: Jurnal Ekonomi, 19(2), xx – xx. https://doi.org/10.15408/etk.v19i2.16270.

Embracing knowledge management capability at a strategic innovation level

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 This research paper analyzes the factors that impact the knowledge management capability (KMC) of SMEs. The results from Malaysian firms reveal that selection policies, incentives and training development polices, and formal structures all positively enhance KMC. Unexpectedly, however, an innovation culture did not enhance KMC, perhaps because the SMEs were not developing this strategically. Through optimal collaboration, managers are advised to build as much KMC into their teams as possible, since KMC was shown to have a material positive effect on innovation strategy. In turn, embracing environmental dynamism also bolsters this KMC-innovation strategy connection. 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.

Knowledge management capability, environmental dynamism and innovation strategy in Malaysian firms

PurposeThe objectives of this study is first to assess the effect of organizational antecedents on knowledge management capability and its effect on innovation strategy through the moderating effect of environmental dynamism.Design/methodology/approachThe data were collected from SMEs in central region of Malaysia through a cross-sectional survey of 202 owners and analyzed through structural equation modeling using SmartPLS software.FindingsThe results show that while formal structure, selection policies, incentives and training and development policies have positive affect on knowledge management capability, there is no effect of innovation culture on knowledge management capability. Knowledge management capability has a positive and significant effect on innovation strategy. Interestingly, the findings show that environmental dynamism strengthens the positive effect of knowledge management capability on innovation strategy.Practical implicationsThe findings of this study emphasize on the potential of collaboration among people for creating effective knowledge sharing in organizations and modalities in order to successfully design a collaborative knowledge-based work environment.Originality/valueThe model links organizational antecedents with knowledge management capability and the critical role of knowledge management capability on innovation strategy of SMEs considering environmental dynamism.