Abstract
Knowledge management (KM), a process of acquiring, converting, applying, and protecting knowledge assets, is crucial for value creation. The purpose of this research is to empirically test the relationship between KM processes (knowledge acquisition, knowledge conversion, knowledge application, and knowledge protection), entrepreneurial orientation (EO), and firm performance. Data were collected from 159 small- and medium-sized enterprises (SMEs) in Malaysia using a cross-sectional survey. This research uses partial least squares structural equation modeling (PLS-SEM) and WarpPLS version 7.0 to test the model. The results show that three of four KM dimensions: knowledge acquisition, knowledge conversion, and knowledge protection are positively related to performance. Moreover, EO has been found to moderate the relationship between knowledge application and performance positively.
Highlights
In light of the coronavirus disease 2019 (COVID-19) outbreak, many businesses have been forced to close temporarily and shift to a remote work paradigm
The results show that the Q2 value of firm performance was 0.515, which is indicative of the large effect of the four knowledge management (KM) processes [63,67,68]
This study has provided empirical evidence on the differential impacts of KM dimensions on small- and medium-sized enterprises (SMEs) performance
Summary
In light of the coronavirus disease 2019 (COVID-19) outbreak, many businesses have been forced to close temporarily and shift to a remote work paradigm. Cisco Webex, are in higher demand around the world These digital productivity tools have increased the volume of data generated from various sources, including business processes, social media platforms, sensor data, and machine-to-machine data. Previous research has tended to consider KM as a composite construct by combining all of its dimensions into a single variable, thereby making it difficult to assess the impact of each dimension of KM on the organizational outcomes [2,3,4] In this regard, Mills and Smith [5] contend that not all KM dimensions are directly related to organizational performance and warrant further study concerning this matter. Consistent with this perspective, Mohamad et al [6] assessed the impacts of multiple dimensions of KM on firm innovativeness, and they found that
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