The power of strategic knowledge management in the relationship between innovation and the performance of large manufacturing firms in Malaysia

Purpose This study aims to explore the interaction of strategic knowledge management (SKM) and innovation on the performance of large manufacturing firms (LMFs) in Malaysia. Design/methodology/approach This study used a quantitative approach in investigating this interaction. Smart partial least-squares analysis was performed to test the hypotheses. Findings It was observed that administrative innovation, process innovation and product innovation were effective drivers of LMF performance. It was also ascertained that SKM has no moderating effect on the product innovation relationship with performance, although it does moderate the relationships between LMF performance and administrative innovation and process innovation, respectively. Research limitations/implications The main limitation of this study is its focus on Malaysian LMFs. It nevertheless contributes to the literature by extending understanding of SKM and innovation dimensions from multi-faceted perspectives. As this is largely ignored in the literature, the study paves the way for additional research. Practical implications The findings may be used as guidelines for chief executive officers, particularly on the way SKM and innovation can be developed for enhanced LMF performance, in the context of South Asian countries. Originality/value To the best of the authors’ knowledge, this is the first empirical work to confirm the main drivers of SKM, including in the analysis the effect of administrative innovation, process innovation and product innovation and performance, in the context of the manufacturing sector. In support of an original conceptual model, the insights contribute to the literature on innovation, LMFs, SKM and emerging economies.

Entrepreneurial orientation, competitive advantage and strategic knowledge management capability in Malaysian family firms

Purpose The purpose of this study is to test the thesis that the family firm’s success hinges on effective strategic knowledge management (SKM) capability coupled with an entrepreneurial orientation (EO). Contingency theory holds that entrepreneurial success is contingent on strategic capabilities and resource orchestration theory explains how well family firms nurture capabilities to structure, bundle and leverage resources that define competitive advantage (CA). This study combines these two theoretical viewpoints to propose the effects of EO and SKM capability on CA to achieve successful performance in family firms. Design/methodology/approach This study uses a hybrid approach applying structural equation modelling (SEM) and deep-learning artificial intelligence (DL-AI) analysis to survey data on 268 Malaysian family firms. Findings SEM results confirm that CA mediates the relationship between innovativeness, proactiveness and risk-taking dimensions of EO and firm performance. Autonomy and competitive aggressiveness have no bearing, however. The relationships among innovativeness, proactiveness and risk-taking with CA and performance are positively moderated by SKM capability, becoming more potent at higher levels. Moreover, four additional DL-AI models reveal the necessity of specific EO dimensions and the interacting effects of EO–SKM capability to influence CA and to attain performance success subsequently. Originality/value This study theorizes and presents two new boundary conditions to a knowledge-based theory of the family firm and its firm performance. First, CA mediates the relationship between EO and performance; and second, SKM capability moderates the relationships between EO and CA and between EO and family firm performance. Methodologically, this study uses DL-AI to embrace non-linearity and prioritize predictor variables based on normalized importance to produce greater accuracy over regression analysis. Hence, DL-AI adds methodological novelty to the knowledge management and family firm literature.

SISTEMA DE GESTIÓN DEL CONOCIMIENTO BASADO EN ESTÁNDARES DE ALTA CALIDAD PARA UN PROGRAMA EDUCACIÓN SUPERIOR

Knowledge management is a useful tool for the competitiveness of many organizations. The higher education sector is particularly oriented towards adherence to this type of schemes, since its nature implies constant institutional learning based not only on its own experience but also on the exchange of knowledge in the academic environment. In Colombia, higher education institutions perceive an opportunity for improvement in the high quality standards of the National Accreditation Council, which requires an infrastructure oriented to the strategic knowledge management. This article presents the experience of implementing a prototype of a knowledge management system in a higher education undergraduate program. It describes the phases of the process and its relationship with the technological platform that supported the development. The conclusions highlight the advantages of the exercise, emphasizing institutional learning, the importance of the technological platform and, finally, reflections on knowledge management as a fundamental axis of accreditation processes.

Design of a Strategic Knowledge Management Model to Evaluate Sales Growth in SMEs

Knowledge management has allowed sharing and managing the intangible assets of organizations. However, in the majority of SMEs the absence of this discipline is noted, because knowledge is not considered an asset, since extensive resources are required for its proper management. The purpose of this paper is to design a knowledge management model in the marketing area of an SME, including variables that come from two profiles: the managerial and the selling area. This study was conducted in a simulation of one thousand surveys applied to SME managers. The results allowed to identify the importance that knowledge management generates in the marketing area, through the management of intellectual capital in its dimensions: human capital, relational capital and structural capital. The model that was obtained based on the simulation shows the relevance of organizational learning in competitiveness, generating an increase in sales. One of the main implications of this research is to evaluate the intellectual capacity, and to determine if it is necessary to invest in it or not.

The Relationship between Strategic Knowledge Management Processes and Social Innovation

Social Innovation has been considered as the main policy agenda in various developed countries throughout the world. Social Innovation is said to make a massive contribution to the social, economic and technological progress of nations. Therefore, it addresses critical issues, among which are poor economic growth, massive unemployment, poor social health, poor living conditions, poor education systems and poor technological advancement. The aim of this paper is to present an empirical insight on the impact of social innovation on strategic knowledge management processes i.e. knowledge creation, knowledge transfers and knowledge application. The main data for this study was collected through survey questionnaires via personally administered and email from 200 project leaders of Majlis Amanah Rakyat (MARA) education institutionsindustry-community partnership project. The data were collected from December 2018 till December 2019. The data was analyzed using SPSS version 19. The findings indicate a significant positive relationship between strategic knowledge management processes i.e. knowledge creation, knowledge transfer and knowledge application and social innovation.

Knowledge Management for the Circular Economy

The place of knowledge management in ensuring effective transition into a circular economy by developing a circular business model as an alternative to the conventional linear economic model is under-investigated. Knowledge coordination, creation, and dissemination capability of a firm are important in developing the green industry and offering new job opportunities. This chapter adopted a literature review approach to establish the link between knowledge management and transition into a circular economy. Findings show that the firm's eco-innovation process depends largely on strategic knowledge management. Therefore, systems understanding and self-motivated creativity are essential professional knowledge levels in developing circular business models for sustainability. Hence, firms need to enhance the knowledge-based for continuous business process improvement, eco-efficiency, and eco-innovation.