Do interactions among elements of knowledge management lead to acquiring core competencies?

Abstract

PurposeThe purpose of this paper is to evaluate the effects of infrastructure and strategy of knowledge management on acquisition of core competencies through knowledge management process in the Iranian automotive industry.Design/methodology/approachFor collecting primary data a questionnaire was distributed among 1,100 experts in ten companies of the Iranian automotive industry. Then, structural equation modeling was used to measure the relationship among elements of knowledge management and core competencies.FindingsFindings indicate that knowledge management strategy is directly related to core competencies and there is no significant relationship between knowledge management infrastructure and core competencies. Nevertheless, knowledge management process as a mediator variable affects the relationship between strategy and infrastructure of knowledge management and core competencies indirectly.Research limitations/implications:The paper is limited to the Iranian automotive industry. Hence, future studies of the relationship among knowledge management elements and core competencies should be conducted in different countries and industries.Originality/valueFindings of this research will increase the practical information about a relatively unexplored relationship among strategy and capabilities of knowledge management and core competencies. These findings are valuable for both researchers and managers.