Abstract
PurposeThe purpose of this paper is to examine the mediating effect of a firm’s customer centricity and market orientation on the relationship between the knowledge management and business performance.Design/methodology/approachThe hypotheses proposed for this study were tested on the data collected from 274 sample firms using partial least square-based structural equation modeling.FindingsAccording to the findings of this study, a firm’s customer-centricity fully mediates the relationship between explicit and tacit knowledge management and a firm’s business performance, whereas a firm’s market orientation partially mediates the relationship between tacit and implicit knowledge management systems and a firm’s business performance.Originality/valueThis study can be considered as a pioneer work that investigates how explicit and tacit knowledge can be transformed into business performance with the mediating effect of a firm’s customer centricity and market orientation on this relationship.
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