Knowledge Creation Capability Research Articles

Impact of the Use of Emerging Technologies on Organisational Knowledge-creation Capability by Task Complexity

In the context of knowledge-based economy, an organisation’s ability to create knowledge is the most important factor in maintaining its competitiveness. Collective intelligence is posited as a paramount methodology not only for the generation of knowledge pertaining to multifaceted issues but also as a fundamental pillar within the framework of organizational knowledge management. The use of emerging technologies is an important strategy for improving the organisation’s ability to create knowledge through collective intelligence by adding depth and breadth of knowledge. However, excessive use of technology often has a negative impact on organisational knowledge management. Therefore, this study aims to identify the two-sided effect of using emerging technologies (big data analytics (BDA) and online platforms) on organisational knowledge creation according to the complexity of the task. The results of our study suggest that the use of BDA technology for organisational knowledge creation should be maintained at an appropriate level in general, but it is recommended to increase the use of BDA technology for low-complexity tasks. In addition, using online platform technology is difficult to consider as a strategic way to solve high-complexity tasks, but increasing the use of BDA technology can contribute to improving the organisation’s ability to create knowledge.

How does digital transformation empower knowledge creation? Evidence from Chinese manufacturing enterprises

Knowledge creation is the foundation for indigenous innovation in manufacturing enterprises; however, the effects of digital transformation on knowledge creation are still not well understood. Nonaka put forward the model of knowledge creation, which includes four processes: socialization, externalization, combination, and internalization, known as the famous SECI model. Based on the SECI model, this study analyzes the effects of digital transformation on four knowledge creation processes, using panel data from Chinese listed manufacturing enterprises from 2007 to 2020. The study provides several novel findings. First, digital transformation positively affects all knowledge creation processes, with the effects on knowledge combination capability being particularly notable. Second, the effects of digitalization inputs on externalization and combination are insignificant but exert a negative impact on socialization and internalization. Third, a heterogeneity analysis reveals that the facilitating effect of digital transformation is more significant in state-owned and large enterprises. Moreover, it primarily acts as the "cherry on top," significantly benefiting enterprises that already have strong knowledge creation capabilities. A low level of digital technology development in the region where an enterprise is located will inhibit the role of digital transformation in promoting knowledge socialization. Furthermore, enterprise innovation culture and regional innovation environments play positive moderating roles. This study contributes to further understanding of how digital transformation affects enterprises’ knowledge creation activities.

Enterprise social media and knowledge creation capability: a comparison between pre- and post-COVID-19 pandemic

PurposeDrawing upon the theory of communication visibility, this research intends to investigate the direct effect of enterprise social media (ESM) usage on team members’ knowledge creation capability (KCC) and the mediating effects of psychological safety and team identification. In addition, it aims to untangle how the efficacy of ESM usage varies between pre- and post-COVID-19 periods.Design/methodology/approachUsing two-wave survey data from 240 members nested within 60 teams, this study utilizes a multilevel approach to test the proposed hypotheses.FindingsWe discover that ESM usage enhances team members’ KCC. More importantly, the results show that psychological safety and team identification mediate the ESM–KCC linkage. Interestingly, we further find that the impacts of ESM usage on team members’ KCC, psychological safety, and team identification are stronger in the pre-COVID-19 period than those in the post-COVID-19 period.Originality/valueThis research sheds light on the ESM literature by unraveling the mechanisms of psychological safety and team identification underlying the linkage between ESM usage and team members’ KCC. Moreover, it advances our understanding of the differential efficacy of ESM usage in pre- and post-COVID-19 periods.

Emotional Expression between CEO and Chairperson as a Micro‐Foundation of Organizational Capabilities: An Exploratory Mixed Methods Study

AbstractThe work relationships between CEOs and Chairpersons are key to the functioning of the firm. This study uses survey and interview data to explore how these work relationships serve as a micro‐foundation for an organization's communication climate. Survey data suggested that CEO‐Chairperson relationships can be characterized by emotional carrying capacity (ECC; constructively expressing more positive and negative emotions). The survey‐based model further demonstrated that CEOs and Chairpersons perceive their ECC to positively predict organizational communication climate and, in turn, knowledge creation capabilities. The latter, in turn, are positively associated with firm performance. CEO‐Chairperson dyadic interview data supplemented the associations identified in our survey model. Interviewees identified specific mechanisms behind the associations in the survey model, such as the strategic sharing of positive and negative emotions. Our mixed‐methods approach provides initial evidence for the importance of emotional expression and management as micro‐relational foundations that underpin firm‐level capabilities and performance.

The Emergence of the Contractor’s Innovation Capability at Project Level: An Agent-Based Modeling Approach

Contractors play a crucial role in ensuring efficient innovation within construction projects but limited research has focused on the innovation capability of contractors. This study utilizes a multi-method approach, including case studies, surveys, and interviews to collect data for analysis. Based on this, a conceptual model is proposed and a simulation mode which utilizes agent-based modeling (ABM) is constructed. ABM is the microscopic bottom-up approach which can describe and follow the agents and interactions. This study proposes a novel conceptual model to examine the emergence of contractor innovation capability at the project level, from a knowledge flow perspective. It fills the research gap regarding innovation capability in temporary cross-organizational projects. Additionally, an ABM simulation model is developed considering project and participant characteristics, providing insights into the formation rule and development mechanisms of contractors’ innovation capability at the project level. The conclusions are as follows: (1) The demand for innovation drives the innovative behavior of different entities within the project. (2) Knowledge availability in public domains and other entities’ knowledge creation capability provide critical support for contractor innovation. (3) Contractors’ capability to absorb and integrate knowledge serves as the foundation for achieving innovation. (4) When contractors possess strong capabilities, effective synergy among organizations facilitates the generation of innovative outcomes.

Knowledge creation capability under different innovation-investment motives abroad: The knowledge-based view of international innovation management

This paper focuses on knowledge creation capability and motives for international investment by emerging-market multinational enterprises (EMNEs) innovating in emerging markets. It analyses the motives for the relatively underresearched innovation-intensive investment by non-Chinese EMNEs in Central and Eastern Europe and offers new insights to the knowledge-based view of international innovation management. Building on interviews with senior managers from 11 EMNEs from India, Brazil, Russia, South Africa, Malaysia, and South Korea, this qualitative study develops, through a hybrid thematic analysis approach, a knowledge-based capability perspective on managing knowledge creation under different innovation-investment motives abroad, including knowledge seeking, market seeking, and dual motives. Knowledge creation capability includes knowledge integration, knowledge sharing, and knowledge cocreation. Both internal and external dimensions of knowledge creation capability are conceptualised, along with elements linking internal and external dimensions, namely managerial orchestration and innovation projects. The paper contributes to the knowledge-based view of firm innovation and global strategy by stressing the roles of international innovation-investment motives and organisational capabilities for creating and managing knowledge in EMNEs. It offers implications for managing subsidiaries of multinational enterprises involved in innovation in emerging markets, particularly regarding enhancing and linking the internal and external dimensions of subsidiaries’ knowledge creation capability via ambidexterity.

The Evolution and Knowledge Change of Innovation Cooperation Network in Platform Ecosystem: A Computer Simulation From Complex Network Perspective

Platform ecosystems, as a new organizational form, provide enterprises with new contexts for innovation and entrepreneurship. However, due to a lack of dynamic data, we do not understand how the platform ecosystem evolves. Because the traditional methods have limitations, this study uses computer simulations to investigate the evolution and knowledge change of innovative cooperation networks in the platform ecosystem from the perspective of complex networks. The results indicate that the platform ecosystem’s innovation cooperation network evolves around initial network enterprises. The degree of enterprise cooperation shows a trend of decreasing first then increasing, but the efficiency of enterprise cooperation gradually decreases. Second, as the network evolves, the knowledge level rises, whereas the knowledge growth rate falls in the platform ecosystem. Meanwhile, the impact of network structure on knowledge change is unclear, whereas enterprise knowledge creation capability, knowledge absorption capability, and competitive pressure all have a significant impact on knowledge change.

Impact of Intellectual Structural Capital and Knowledge-Based Dynamic Capabilities on the Financial Performance of the Indigenous Craft Industry in Sri Lanka

This study attempts to identify the relationships between Intellectual Structural Capital (ISC), Knowledge-Based Dynamic Capabilities (KBDCs), and Financial Performance (FP), with special reference to the Indigenous Craft Industry (ICI) in Sri Lanka. The data were collected through a structured questionnaire from 231 owners of firms selected from indigenous crafts villages in Sri Lanka. The PLS-SME method was used to analyse data. The study found that ISC positively influences KBDCs, but does not directly affect the FP of ICI firms in Sri Lanka. Further, it revealed that the owners' ability to acquire knowledge and create knowledge have a positive impact on FP, and both variables fully mediate between ISC and the FP. By strengthening knowledge acquisition and knowledge creation capabilities of owners of ICIs and applying a proper mechanism to utilise ISC to transform tacit intellectual knowledge into explicit intellectual knowledge, the FP of firms in the ICI can be optimised.

Digital supply chain transformation: effect of firm’s knowledge creation capabilities under COVID-19 supply chain disruption risk

Digital supply chain (SC) transformation has emerged as a way to improve information sharing, better manage demand, and reduce costs in supply chain management. However, the majority of firms are unable to transform their supply chains into digital models. Thus, this study aims to identify the key drivers of digital SC transformation and provide empirical evidence on the extent to which firms’ knowledge creation capabilities could impact firms’ level of digital supply chain transformation. Based on a knowledge-based view, this study proposes that firms’ knowledge creation capabilities – which consist of the capacity to absorb external knowledge and the intent to learn with partners within the SC – are crucial to the successful knowledge transfer required to digitially transform, particularly under the effects of COVID-19 supply chain disruption risks. Survey data collected from 923 Vietnamese firms participating in cross-border trades were analyzed using partial least squares structural equation modeling (PLS-SEM). This study finds that firms’ absorptive capacity and learning intent are critical drivers of their digital supply chain transformation. Moreover, the high uncertainties in external environments are found to substantially accelerate the digital transformation processes and influence the effectiveness of firms’ knowledge creation capabilities in digital SC transformation. Significantly, firms are more inclined toward external knowledge sources to cope with disruption risks in the supply chain. This study contributes a novel approach to better understanding the role of knowledge creation capabilities in responding to supply chain disruption risks and fills a gap in research on drivers of successful digital SC transformation.

Knowledge creation capability and the impact on innovation performance in global consulting firms: The role of human and social capital

AbstractThe purpose of this study is to identify the relationships between knowledge creation capability and innovation performance in multinational consulting organizations. We introduce two important but conceptually distinct, intellectual attribute constructs—human and social capital—as mechanisms that moderate the relationship. Survey data from 172 professional consultants in subsidiaries of multinational management consulting firms was empirically analyzed. This study confirms the importance of tacit knowledge creation capability for innovation and finds that explicit knowledge creation does not have substantial effects on innovation performance. Human capital has negative moderating effects on how tacit knowledge creation influences innovation performance, but it has a positive moderating effect on the relationship between explicit knowledge creation and innovation. The negative moderating effect of human capital appears stronger in the senior consultant groups. On the other hand, social capital has no moderating effects on knowledge creation capability and innovation. These results provide managerial implications for global subsidiaries' knowledge‐creating capabilities as drivers of successful, innovative change.

Knowledge management in offshoring innovation by SMEs: role of internal knowledge creation capability, absorptive capacity and formal knowledge-sharing routines

PurposeIn spite of the increased attention on knowledge management processes as important variables for firms to generate performance benefits within supply chain literature, little is known about how these variables could impact offshoring innovation (OI) relationships held by small and medium-sized enterprises (SMEs). Considering their growing importance, this study aims to investigate the interplay between the internal knowledge creation capability, absorptive capacity and formal knowledge routines in attaining OI performance benefits for SMEs.Design/methodology/approachGrounded in the knowledge-based view theory, this study forwards various hypotheses between the variables of interests. The authors test the hypotheses using survey data collected from 200 European SMEs that engage in offshore supplier relationships.FindingsThe findings suggest that internal knowledge creation capability is positively associated to absorptive capacity. Not only is absorptive capacity positively associated to OI performance outcomes but it also positively mediates the effect of internal knowledge creation capability on OI performance. Additionally, formal knowledge-sharing routines negatively moderate the relationship between absorptive capacity and OI performance.Originality/valueThis study contributes to the supply chain as well as SMEs innovation literature by empirically showing that through enhanced internal knowledge creation capability, absorptive capacity goes beyond merely accessing and assimilating the supplier’s knowledge to achieve innovation gains. The results suggest that to succeed in gaining knowledge and subsequent performance benefits within OI, it is essential for SMEs to create and retain knowledge internally.

The role of knowledge creation, absorption and acquisition in determining national competitive advantage

Knowledge has been considered a key factor in countries’ catch-up of competitive advantage. However, few studies have deeply analyzed the complex interaction effect of internal technological capabilities and external knowledge acquisition, and the influence of the institutional environment is often ignored. In this paper, we integrate the knowledge-based view with both the new growth theory and the institution-based view, empirically test the validity of our competitive theoretical framework using the panel data of 29 developing countries and 32 developed countries from 1995 to 2018. The results show that, in countries at different stages of development, internal technological capabilities (knowledge creation capability and knowledge absorption capability) and external knowledge acquisition (external technological knowledge and market information knowledge) have different mechanisms of action, constraints and interaction effects. The findings suggest that countries need to make different catch-up strategies according to their stage of national development.

A strategy tripod perspective on merger effectiveness in the higher education industry: the mediating role of future foresight

PurposeThe purpose of the study is to investigate the role of the strategy tripod premises, mediated by future foresight and its effect on merger effectiveness in the higher education industry.Design/methodology/approachA quantitative survey method was implemented, with the data provided by senior managers of 14 universities that went through a merger from the years 2013–2016. The proposed model was tested using partial least squares (PLS) of structural equation modeling (SEM).FindingsThe results indicate that government support, competitive intensity and knowledge creation capability relate positivity to merger effectiveness, and these relationships are mediated by future foresight competence.Originality/valueThe study provides a better understanding of merger effectiveness in the higher education industry by identifying the role of future foresight competence in the application of strategy tripod and its contribution on merger effectiveness. Results indicate that future foresight competence contributes to the merger effectiveness and enables the effective implementation of the strategy tripod dimensions in higher education mergers.

Exploring an adaptability approach: how creative return processors impact firm performance

PurposeThe authors explore complex adaptive systems (CAS) theory as an updated theoretical perspective for managing product returns that better matches the chaotic nature of recent consumer behaviors. CAS theory highlights the importance of agents who create and self-organize to help systems adapt in unpredictable environments.Design/methodology/approachThis research utilizes data collected from return managers in an online survey and applies regression analyses to estimate the influence of the focal variables.FindingsEmpirical evidence of the firm flexibility–firm adaptability link is established, and return processor creativity positively relates to this link. The firm flexibility–firm adaptability link fully mediates the relationship between return processor creativity and returns management performance and partially mediates the relationship between return processor creativity and relationship quality. Nonmediated effects were observed for turnover and revenue size.Practical implicationsManagers of returns who embrace an adaptability approach become facilitators of returns by supporting processor creativity. Enhancing the autonomy of processors in their day-to-day work increases the knowledge-creation capabilities of the firm, which helps the firm move forward and adapt in an uncertain environment.Originality/valueThis research presents empirical evidence of the underlying mechanisms of CAS theory in the product returns context by studying processor agents and argues that CAS theory better fits the current dynamics of the product returns environment. Further, this paper extends work by Espinosa et al. (2019) and Nilsson (2019) by studying how a specific human characteristic – creativity – impacts product returns management.

Effects of Knowledge Management and Creation Capability on the Performance of SMEs in Kogi State

This study aimed at determining the effects of knowledge management and creation capability on the performance of SMEs in Kogi State. The research survey design was adopted for this study. For data analysis, descriptive and inferential analytical techniques were used. The analytical techniques employed are survival analysis and multiple regression analysis (stepwise). Findings showed that socialization has a significant effect on the competitive advantage of both Small and Medium Enterprises in Kogi State; externalization has a significant effect on the competitive advantage of Medium Enterprises in Kogi State; the combination of resources can predict the competitive advantage of both Small and Medium Enterprises in Kogi State. Findings further showed that combination, internalization, socialization, and externalization strongly and significantly predict the business growth of SMEs in Kogi State. The study concluded that the ability of SME owners to manage knowledge can translate into a better chance of achieving the enterprise's goals. The study recommended that SME owners should channel their knowledge creation towards socialization and a combination of resources; owners of Medium Enterprises should take advantage of knowledge creation through externalization to facilitate sustainable competitive advantage in Kogi State. Furthermore, SME owners and economic stakeholders should find alternative ways of promoting effective knowledge management and creation in Kogi State.

How does intelligent manufacturing affects enterprise innovation? The mediating role of organizational learning

Intelligent manufacturing is driven by innovation, and it is also the facilitator and activator of innovation. Yang et al. (2020) find that intelligent manufacturing has a significant promoting effect on enterprise innovation, but the effect mechanism is still a black box to be opened. In terms of technology potential, intelligent manufacturing promotes enterprise innovation through digital-enabled knowledge absorptive capability, networked-enabled knowledge recombination capability, and intelligent-enabled knowledge creation capability, but this role cannot be separated from the support of organizational learning. In order to investigate the role of organizational learning in intelligent manufacturing and enterprise innovation, this study uses the public data of listed enterprises in China's manufacturing industry to conduct research using continuous time difference-in-differences method. The results show that intelligent manufacturing can promote both innovation input and innovation output of enterprises. Further mechanism research from the perspective of organizational learning, finds that intelligent manufacturing promotes organizational learning by improving organizational learning environment, learner quality and organizational learning investment, and thus promotes enterprise innovation.

Interplay of Knowledge Creation Capability and Organizational Forgetting on Absorptive Capacity and Innovation Performance among SMEs: A Symmetrical Approaches

Organizations needs knowledge creation capability and organizational forgetting to enrich their innovative performance in ever-changing business setting.The purpose of this article is to explore the influence of knowledge creation capability, organizational forgetting and absorptive capacity on Firm’s innovative performance. We test the model using Partial least squares structural equation modeling (PLS-SEM) to analyze empirical data collected from 194SMEs listed in Sri Lanka inventors’ commission.The findings of the study show that in addition to their individually positive impact of knowledge creation capability and organizational forgetting on firm’s innovative performance, the absorptive capacity mediates the relationship between knowledge creation capability, organizational forgetting and innovation performance. As one of the first studies to integrate the capabilities of creating internal new knowledge and unlearning outdated knowledge for advancing firm innovativenessthrough the mediating effect of absorptive capacity. A major implication of this finding is that absorptive capacity enhances the effect of knowledge creation capability and organizational forgetting on firm's innovativeness and affects the types of innovation strategies adopted by firms.

THE EFFECTS OF TRANSACTIVE MEMORY SYSTEMS, COLLECTIVE MIND AND INNOVATIVE CULTURE ON KNOWLEDGE CREATION CAPABILITY

Circumstances that changes in time require firms to have different skills in order to survive and acquire competitive advantages. Today’s intensive knowledge environment makes knowledge transfer and integration to create new knowledge crucial to be able to obtain valuable knowledge. In this study, factors that affect knowledge creation capability that are important for firms are discussed. Within this context, transactive memory systems, collective mind and innovative culture variables are studied as the antecedents of knowledge creation capability. According to the study conducted with 267 firms operating in software sector at the technology development sites in Istanbul and Ankara, empirical results demonstrate that transactive memory systems, collective mind and innovative culture variables do have positive effects on knowledge creation capability.

Knowledge Creation Capability and Innovation in Global Consulting Firms

Knowledge creation has been recognized as a core competence for competitive advantage in knowledge intensive organizations. The purpose of this study is to identify the relationships between knowledge creation capability, intellectual capital and innovation in multinational consulting organizations. Survey data of 172 professional consultants from Korean subsidiaries of multinational management consulting firms was collected and empirically analyzed against our hypothesis. The key findings are as follows. Firstly, knowledge creation capability has a significant positive influence on subsidiaries’ innovation. Specifically, tacit knowledge creation has a significant influence on subsidiaries’ innovation, while explicit knowledge creation does not have substantial effects on innovation. Secondly, human capital as intellectual stock has negative moderating effects on how tacit knowledge creation influences innovation, but plays a positive moderating role on the relationship between explicit knowledge creation and innovation. This negative mediating effect of human capital appears stronger in the senior group of employees. On the other hand, social capital has no moderating effects between knowledge creation capability and innovation. This study confirms the importance of knowledge creation capability, particularly the effect of the creation of tacit knowledge creation on innovations by multinational subsidiaries’ in professional service firms. This study also suggests that human capital has adverse effects on the impacts of tacit knowledge creation capability on innovation. These results provide managerial implications for subsidiaries’ knowledge creating capabilities as a driver for successful, innovative change.

Enhancing team creative performance through social media and transactive memory system

Effective teamwork, knowledge coordination, and knowledge creation are recognized as essential sources of team effectiveness and creativity in modern organizations. Nowadays, social media is significantly modifying the patterns in the use of technology to support knowledge management practices in teams. At the same time, the literature shows that transactive memory system (TMS), which refers to how team members share their distributed knowledge and expertise, is an important factor affecting team performance. However, minimal effort has been made to elaborate on the precise role of social media in supporting TMS for enhancing absorptive capacity (ACAP) and knowledge creation capability (KCC) of the team, which in turn might influence team creative performance (TCP). Therefore, to address this gap in the literature, a theoretical model is developed and validated. Survey data collected from 334 members of 68 knowledge work teams indicated that social media use at work has a positive relationship with TMS and both social media use at work and TMS are positively related to ACAP and KCC of the team. Results further indicated that ACAP positively influenced KCC, and both have a direct relationship with TCP. This study shows that careful investment in social media by an organization can enhance meta-knowledge of “who knows what” within teams. Finally, exploring external knowledge alone is not enough. Instead, organizations must ensure external knowledge is utilized to create new knowledge to improve TCP.