Abstract
Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding
Highlights
The present study aims to explore the moderating role of knowledge hoarding on the effect of knowledge management on innovation performance
Using multiple regression analysis and structural equation modeling (SEM), the results indicated that knowledge management processes exerted significant effects on innovation performance
A review of the literature emphasized the interest of researchers in studying the relationship between knowledge management, regardless of its dimensions, and innovation performance (Darroch, 2005; Chen & Huang, 2009; Kör & Maden, 2013; Chapman et al, 2006; Mundra et al, 2011; Alegre et al, 2011; Salem, 2014; Al-Husseini & Elbeltagi, 2015; Obeidat et al, 2016; Alegre et al, 2011; Arshad & Ismail, 2018)
Summary
Effective and efficient organizations seek to exploit every source that helps achieve a sustainable competitive advantage. In view of the effectiveness of achieving the objective of KM, other factors must be considered to achieve this end. An example of these hindering factors is knowledge hoarding (Bilginoğlu, 2019). It is common for organizations to pay attention to interventions at organizational level, technology, and relationships in order to obtain a value, in parallel with the belief in the need for effective management of the knowledge held by the organization in general, and employees in particular (Barley et al, 2018). Some examples of researchers’ findings in this context showed that knowledge transfer activities have a significant and positive effect on supply chain flexibility (Blome et al, 2014), tacit knowledge was positively associated with innovation success (Seidler-de Alwis & Hartmann, 2008), KM processes have a
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