Knowledge Infrastructure Capabilities Research Articles

Knowledge management and fashion retail performance: the moderating role of product complexity

PurposeThis study explores the role of knowledge management capabilities (KMCs) in enhancing competitive advantage and organisational performance in fashion retailing. Employing the resource-based view (RBV) and knowledge-based view (KBV) perspectives, it investigates the interplay between managing knowledge effectively and fashion products’ complexity. The goal is to provide new insights into optimising KMC for greater agility and success in the fashion retail industry.Design/methodology/approachThe study analysed survey data from 322 US fashion retail professionals using partial least squares structural equation modelling (PLS-SEM).Findings The results revealed that knowledge infrastructure capability enhanced both competitive advantage and organisational performance significantly. In contrast, knowledge process capability did not significantly affect competitive advantage, it improved organisational performance. Importantly, product complexity moderated the relationship between competitive advantage and organisational performance negatively.Practical implications This study underscores the necessity for retailers in the fashion industry to enhance their KMC to bolster competitive advantage and organisational performance, while it also acknowledges product complexity’s effect on these strategies. These insights offer actionable guidance for industry leaders to optimise knowledge management to navigate the rapidly evolving retail landscape.Originality/value This research offers novel insights into the interplay of product complexity and KMC in fashion retail and highlights the unique effects on competitive advantage and organisational performance valuable for both academia and industry.

The impact of entrepreneurial leadership on the project success: the mediating role of knowledge-oriented dynamic capabilities

PurposeThrough the lens of resource-based view (RBV), knowledge-based view (KBV) and DCV, this paper aims to investigate the relationship of entrepreneurial leadership (EL) on the project success (PS) and further examines the mediating effect of knowledge infrastructure capability (KIC), knowledge-based dynamic capability (KBDC) and Big data analytic capability (BDAC).Design/methodology/approach The data were collected from 467 employees working on project in software companies. The data were evaluated using SMART-PLS, a structural equation modeling (SEM) tool.FindingsThe study revealed a significant impact of EL on the PS, the study also found the significant mediation role of KIC, KBDC and BDAC on the EL and PS relationship.Originality/valueThe research gives valuable insight into the effective role of EL as a contemporary leadership style in project-based firms. Also, this research is one of the first to examine knowledge-oriented dynamic capabilities (DC) as a knowledge fulcrum in project execution. These DC have been empirically proven to facilitate EL in achieving PS and support the firm in competing in an uncertain environment.

Exploring the Impacts of Knowledge Infrastructure, Dynamic Capability, and Customer Relationship Management Ability on Business Value of a Firm

The dynamic capability of a firm is the ability to combine, develop, and reconfigure the external as well as internal expertise to respond to the changing business environment in a faster manner. A firm's knowledge infrastructure capability includes structural ability, technological ability, and human resource ability to meet the changing business requirements for the firm to manage its knowledge base. Also, the customer relationship management (CRM) ability of a firm helps it to engage with customers to meet their dynamically changing requirements. Studies show how these capabilities can enhance business value. But there is no study which investigated the combined impacts of a firm's knowledge infrastructure, dynamic capability, and CRM capability on creating business value. Therefore, this study aims to close this gap. With the help of dynamic capability view and resource-based view theory along with literature, we prepared a theoretical model. Later, we validated the model using partial least square structural equation modeling technique with 317 responses from India. The study finds that there is a significant and positive combined impact of a firm's knowledge infrastructure, dynamic capability, and CRM capability on the value creation for the firm, which in turn significantly and positively impacts firm performance.

An empirical study on supply chain agility and disruption mitigation performance of U.S. fashion retailers: knowledge management capability perspective

PurposeThis study investigates the relationships between knowledge management capabilities (KMC), supply chain agility (SCA) and disruption mitigation performance (DMP) in the U.S. fashion retail industry (FRI) during turbulent times, such as a pandemic.Design/methodology/approachAn online survey was used to collect 320 responses from U.S. fashion retail professionals. Structural equation modeling was used for analysis.FindingsAmong the two KMCs, knowledge infrastructure capabilities act as enabling factors for knowledge process capabilities (KPC) in U.S. fashion retail settings. The KPC were found to be positively associated with SCA, and SCA was positively associated with both pre- and post-DMP of U.S. fashion retailers.Originality/valueThis study adds to the literature on KMC, SCA and DMP from the FRI context and illustrates the impact of effective organizational knowledge management for supply chain (SC) disruption mitigation through agility in a volatile market.Practical implicationsThe results inform fashion retail companies on how to transform their organizational dimensions through effective management of knowledge, i.e. digital escalation and innovation, to establish an agile and sustainable SC to mitigate future market disruptions.

Will knowledge infrastructure capabilities elevate the project management maturity? An empirical study

PurposeThe factors for higher education institutions’ (HEIs) project management failure have been studied for several years. One of the issues is a lack of tools to combine their knowledge infrastructure capabilities (KIC) with project management (PM) to examine these infrastructures and monitor maturity. There are several project management maturity (PMM) models available. However, there are just a few empirical studies that support the three knowledge infrastructure capabilities and PMM integrations. As a result, the current research aims to suggest a new conceptual model, KIC-knowledge management (KM), and assess a research model that includes the three knowledge infrastructure capabilities as a prerequisite to elevate the PMM.Design/methodology/approachPartial least squares structural equation modeling (PLS-SEM) is used to evaluate the proposed research model. The study’s hypotheses were also examined using a sample of 352 respondents from PM departments at ten Yemeni public universities.FindingsThe study found that if the three key knowledge infrastructure capabilities integrate into the PMs, then it will help HEIs to perform project tasks more effectively and efficiently. Also, it will improve the PM maturity level if all the three capabilities positively effect PMM.Research limitations/implicationsThe study findings cannot be generalized to other industries because the collected date were with the Yemeni public universities’ context. Also, the new proposed model can be assessed in various sectors to increase the validity of the model. One more thing, future academics can conduct qualitative research study to validate again the proposed model.Practical implicationsProject managers can develop and improve their organization’s effectiveness and performance by focusing on these findings and using the developed model. Also, the findings of this study can be used as a benchmark for evaluating initiatives and knowledge-based governmental entities.Social implicationsIt is an opportunity for knowledge-based governmental entities particularly and other organizations to elevate most of projects to achieve a supreme level of maturity. Also, this study will assist employees to understand the relationship between KICs and projects within HEIs in Yemen.Originality/valueThis paper is among the first to empirically study the impact of the three knowledge infrastructure capabilities toward PMM. It links between two important domains: KM and PM.

SERVICE QUALITY BY KNOWLEDGE MANAGEMENT CAPABILITY IN HIGHER EDUCATION INSTITUTIONS: MEDIATING EFFECT OF ORGANIZATIONAL COMMITMENT

In this aggressive competition taking place around the world, knowledge management is recognized as the main vehicle for organizations to achieve a competitive advantage: to compete and provide higher quality and better services that satisfy customers. Linking knowledge management to service quality could make a strong contribution in convincing managers of organizations about the need to adopt knowledge management strategies. Taking these issues into account, this study introduces the pathway to service quality (SQ) with the role of knowledge management capabilities (KMC) (knowledge infrastructure capability KIC and knowledge process capability KPC) and organizational commitment (OC). This paper aims at investigating the role of KMC in enhancing the quality of service in Higher Education Institutions (HEIs) through the mediating effect of OC. Based on the analysis conducted on 352 responses from academic middle managers and teaching staff selected from HEIs of Palestine- Gaza Strip. The results exhibit significant positive influence of knowledge management capabilities on enhancing service quality, and organizational commitment partially mediates the relationship between knowledge management capabilities and SQ. These results provide new avenues for managers to enhance service quality of Education institutions using KMC at prime level; with updated technology, sufficient structure, and supportive culture, in addition to ensuring effective implementation of knowledge processes. Additionally, these capabilities will help to increase the level of commitment in organizations, which will lead to quality of service, innovation, competitive advantage and enhanced overall performance.

The mediation role of absorptive capacity on environmental dynamism's effect on sustainable competitive advantage (evidence from Indonesian tertiary education)

This study aims to examine the theoretical framework related to the effect of environmental dynamism on sustainable competitive advantage mediated by knowledge infrastructure capability and absorptive capacity. The research method used was a survey with a questionnaire focused on 530 respondents from 64 non-vocational private-tertiary education institutions (PTEI) in the area of Bandung, West Java Province, Indonesia. The collected data was then processed using SPSS and Smart PLS. The results of the data processing show that the knowledge infrastructure capability does not significantly mediate the influence of environmental dynamism towards sustainable competitive advantage. However, absorptive capacity is proven to positively and significantly fully mediate the impact of environmental dynamism on sustainable competitive advantage. This research is relevant because it indirectly influences the preparation of Indonesian tertiary education institutions in realising the Golden Indonesia 2045. Research on the influence of environmental dynamism and sustainable competitive advantage still opens up the research gap to be empirically reconduct using mediation variables.

Knowledge Hiding as an Unprecedented Auxiliary in the Knowledge Management Process for Protection and to Achieve Innovation: The Case of a Pharmaceutical MNE Operating in Egypt

This paper investigates the process and strategies used by a pharmaceutical MNE in Egypt to acquire, assimilate, transform, apply and protect its knowledge for the purpose of achieving innovation. The analysis is conducted through the lens of absorptive capacity theory and based on seven interviews with key stakeholders to explore how knowledge protection practices and supporting mechanisms were applied to achieve innovation and organizational effectiveness., Thematic analysis reveals that Knowledge infrastructure capabilities constitute the backbone of knowledge processing capabilities, supported by other constituents such as appropriability regime mechanisms, the role of management (HRM), knowledge management approach, knowledge hiding, and the absorptive capacity. The study concludes that successful knowledge management is a byproduct of integrating knowledge infrastructure capability with processing capabilities, and mediated by knowledge hiding mechanisms and strategies. The findings offer a valuable empirical perspective from a pharmaceutical MNE operating in Egypt and provide new insights into the nature of the intermediating influences of knowledge management processes that lead to innovation and superior organizational performance.

ON THE PATH TOWARDS OPEN INNOVATION: ASSESSING ROLE OF KNOWLEDGE ORIENTED LEADERSHIP WITH KNOWLEDGE CAPABILITIES

This paper aims to examine the outcomes of the knowledge-oriented leadership on the organization’s open innovation through the mediating effect of the Knowledge Process Capability and Knowledge Infrastructure Capability and moderating role of Intellectual Capital. Data collection was done from the manufacturing sector through convenient sampling. The sample size was 105 respondents. The questionnaire was used and SEM is applied for the data analysis. The study concluded that there is a direct optimistic relation between KOL and OOI. Mediating role of KPC and KIC between KOL and OOI was found significant. Although the moderating results shows that by adding the intellectual capital as the moderator it increases the Organization’s KPC and KIC and in return organizations will become capable for increasing its open innovation’s targets. This study’s finding can be helpful for employers in adopting better open innovation’s trends with providing significant support for future investigation and research in related field.

Role of Knowledge Infrastructure Capabilities in Product/Service Innovation

This research explores the direct and indirect effects of knowledge infrastructure capabilities in creating product/service innovation in small entrepreneurial companies in Jordan. The mediating effects of knowledge-based dynamic capabilities and moderating role of innovation culture and emotional intelligence are also investigated. To this end, questionnaire surveys were developed and administered to employees and managers of 29 small entrepreneurial companies, resulting in 202 respondents. Validation and reliability analyses were performed followed by structural equation modelling for hypotheses testing. The results demonstrated the positive direct effect of knowledge infrastructure capabilities on creating product/service innovation. The indirect effect was confirmed as knowledge-based dynamic capabilities partially mediated the link between knowledge infrastructure capabilities and product/service innovation, and this relationship was moderated by innovation culture and emotional intelligence. This research highlights that the innovation culture and emotional intelligence encourage and sustain employee actions. This moderating influence can help better understand the complex nature of product/service innovation. Moreover, the variables used in this study have been thoroughly examined in developed countries, application of this model is deemed appropriate in developing countries such as Jordan to provide empirical evidence from a non-Western perspective.

Knowledge management capabilities and organizational agility as liaisons of business performance

PurposeThe aim of this current study is to investigate the effects of knowledge management capabilities – knowledge infrastructure capability and knowledge processing capability – on organizational agility and business performance. This study also examines organizational agility as an underlying mechanism between knowledge management capabilities and business performance relationship.Design/methodology/approachThe data were collected from one hundred and sixty-nine organizations. Partial least squared (PLS)–based structural equation modeling (SEM) technique was employed to test the study hypotheses. The analysis was performed in WarpPLS 6.0 software.FindingsResults revealed that both dimensions of knowledge management capabilities positively influence organizational agility and business performance. In addition to the direct effect, knowledge management capabilities also have an indirect effect on business performance mediated through organizational agility.Research limitations/implicationsThis study attempts to develop an integrated framework to conceptualize a capability–capacity–performance relationship, where it suggests that knowledge management capabilities are important organization-level capabilities which facilitate organizations to develop necessary capacities i.e. organizational agility to successfully perform business activities.Practical implicationsThe findings help the managers to understand the contribution of knowledge management capabilities towards business performance. The findings imply that business performance can be enhanced by development of a culture - enabled by a knowledge-oriented structure and technology – that encourages knowledge sharing among employees because when employees are not sharing information, they are prone to repeating the same mistakes which they and other people have already committed. Likewise, strategies such as mentoring cross training, business process empowerment and technical training programs allow employees to gain business knowledge and foster organizational agility.Originality/valueNovelty of this study is to develop and empirically test an integrated framework of a capability–capacity–performance relationship. It suggests that knowledge management capabilities (firm capability) enable organizations to develop organizational agility (firm capacity) which in turn enhances performance.

A New Theoretical Framework of Organizational Effectiveness from Knowledge and Ambidexterity Perspectives

Objective – This paper aims to build a new theoretical framework related to organizational effectiveness. Unfortunately, there is no research which builds a theoretical framework of organizational effectiveness influenced by knowledge infrastructure capability, organizational environment, absorptive capacity and innovative ambidexterity. Methodology/Technique – The theoretical framework is built from the past research of the organizational effectiveness antecedents using literature review method. The theoretical framework in this conceptual paper consists of nine propositions with three novelties: the direct relationship among knowledge infrastructure capability; absorptive capacity; and organizational environment to innovative ambidexterity. Findings – This conceptual paper only applies structural contingency theory, knowledge-based theory and absorptive capacity theory in constructing relationships among concepts. Novelty - This theoretical framework can be applied as a basis for the next future empirical research. Type of Paper: Review JEL Classification: L22, L23, M10. Keywords: Knowledge Infrastructure Capability; Organizational Environment; Absorptive Capacity; Innovative Ambidexterity; Organizational Effectiveness. Reference to this paper should be made as follows: Pangarso, A; Astuti, E.S; Raharjo, K; Afrianty, T.W. (2020). A New Theoretical Framework of Organizational Effectiveness from Knowledge and Ambidexterity Perspectives, J. Mgt. Mkt. Review, 5(4) 213 – 225. https://doi.org/10.35609/jmmr.2020.5.4(3)

A New Theoretical Framework of Organizational Effectiveness from Knowledge and Ambidexterity Perspectives

This paper aims to build a new theoretical framework related to organizational effectiveness. There is unfortunately no research which builds a theoretical framework of organizational effectiveness influenced by knowledge of infrastructure capability, organizational environment, absorptive capacity and innovative ambidexterity. The theoretical framework is built from the past research of the organizational effectiveness antecedents using literature review. The theoretical framework in this concept paper consists of nine hypotheses with three novelties: the direct relationship among knowledge infrastructure capability; absorptive capacity; and organizational environment to innovative ambidexterity. This conceptual paper only applies structural contingency theory, knowledge-based theory and absorptive capacity theory in constructing relationships among concepts. It is hoped that this newly constructed theoretical framework can enrich the theory of modern organization as stated by Miles (2012) and by Hatch, MJ, & Cunliffe (2013) which can develop structural contingency theory (Donaldson, 1996) (Donaldson, 2001) through the concept of organizational effectiveness (Kim S. Cameron, 1981). It is also influenced by knowledge of infrastructure capability (Gold, Malhotra and Segars, 2001), organizational environment (Donaldson, 2001), absorptive capacity (Cohen and Levinthal, 1990) and organizational ambidexterity (Tushman and O'Reilly, 1996) (Kortmann, 2011). This theoretical framework can be applied as a basis for empirical research. Keywords: knowledge infrastructure capability; organizational environment; absorptive capacity; innovative ambidexterity; organizational effectiveness.

KNOWLEDGE-ORIENTED LEADERSHIP AND OPEN INNOVATION: THE MEDIATING ROLE OF KNOWLEDGE PROCESS AND INFRASTRUCTURE CAPABILITY

Purpose: The study aims to examine the causal relationships among knowledge-oriented leadership (KOL), open innovation (OI), knowledge infrastructure capability (KIC) and knowledge process capability (KPC). This study also explored the mediating role of knowledge infrastructure capability (KIC) and knowledge process capability (KPC) in the relationship between knowledge-oriented leadership and open innovation. Design/methodology/approach: The study collected primary data via a standardized questionnaire comprising a sample of 305 pharmaceutical and health sector employees in Pakistan. Hypotheses were tested through structural equation modeling. Findings: The results display the significant causal relationships among the variables and knowledge infrastructure and process capability and these significantly mediate the relationship between knowledge-oriented leadership and two-dimensional open innovation. Furthermore, this study found an insignificant effect of KOL on inbound open innovation. Limitation: The findings of the paper are based on the data collected from the Pakistan pharmaceutical and health sector. In future, to accommodate the issue of generalizability, the framework can be used for samples from other countries. Practical Implication: This study provides evidence that leadership is one of the most crucial sources that can aid in organizational effectiveness when dealing with knowledge by developing infrastructure and improving processes to enhance innovative outcomes.

National Innovation Ecosystems in the G-20 Countries: A Longitudinal Comparative Study

Based on an ecosystem perspective, this study develops a conceptual model that identifies institutions, knowledge infrastructure, and firm capabilities as core complementary contributing factors to...

Knowledge infrastructure capability, absorptive capacity and inbound open innovation: evidence from SMEs in France

Inbound open innovation (IOI) has become a potentially valuable means of gaining competitive advantage and enhancing organizational performance. This article explores how knowledge infrastructure capability (KIC) affects IOI through the moderating role of absorptive capacity. This research conceptualizes and develops three dimensions of KIC (technological, structural and cultural), and tests the relationships between KIC, absorptive capacity and IOI. Data for the study were collected from 125 small and medium enterprises (SMEs) based in France, and the relationships proposed in the framework were tested using structural equation modeling (SEM). The results indicate that higher levels of KIC can lead to enhanced absorptive capacity and improved IOI. That is, KIC can have a direct, positive impact on absorptive capacity and IOI. Moreover, absorptive capacity partially mediates the linkage between KIC and IOI. The article contributes to the conceptualization of the impact of KIC on IOI, by emphasizing a firm’s absorptive capacity. It offers a validated instrument to measure KIC, and provides an empirical evidence of the impact of KIC on absorptive capacity and IOI. This article also extends the extant literature by focusing on KIC and absorptive capacity simultaneously in a model to understand the notion of IOI in the SMEs based in France. This study offers useful guidance for measuring and implementing KIC in a SME context and encourages further research in this area.

Comparative Analysis of Knowledge Management Activities in SMEs: Empirical Study from a Developing Country

This article attempts to provide a model of key factors of knowledge infrastructure capability in SMEs in a transitional socio-economic environment from the perspective of knowledge management capability. Through the analysis of survey collected from 760 senior executives and employees from 86 SMEs in Republic of Serbia this research empirically models and evaluates the knowledge infrastructure capability. We also analyze whether the level of development of the knowledge infrastructure depends on the type of the industry SMEs belong to (knowledge or capital intensive). The results provide a basis for understanding the competitive position of SMEs as they start to undertake knowledge management activities.

The Impact of Knowledge Management on Organizational Performance

In today’s business, knowledge is considered as a core asset in any organization, even it can be considered as important as technological capital. It is part of human abilities and thus human capital. Knowledge management (KM) is becoming a fad in an increasing way so many organizations are trying to apply it in order to enhance their organizational performance. In this paper, literatures were investigated critically in order to show the real influence of knowledge management and some of its practices on organizational performance. It has been founded that KM including knowledge process and infrastructure capabilities affect positively in a huge manner on all aspects of organizational performance directly or indirectly. In the same vein, there is a huge need to continuously train and educate the learning organizations’ CEOs about the importance of KM through group works and training programs.

How Knowledge Management Implementation Affects The Performance Of Egyptian Construction Companies

This study examines the effectiveness of knowledge management systems within the construction industry in Egypt from the perspective of knowledge infrastructure capability (KIC), knowledge process capability (KPC) and their impact on business performance (BP) from the financial, consumer, learning and growth, supplier and internal perspectives. The sample consists of 75 first class Egyptian construction companies. The authors used a questionnaire that was modified from the questionnaire previously used by Gold, Malhotra and Segars (2001) and Smith (2006). The authors used one-way ANOVA, t-tests and OLS regressions. The results indicated that both knowledge infrastructure capability (KIC) and knowledge process capability (KPC) have a positive effect on business performance (BP). The results also indicate that organizations with well-developed training and development plans have significantly higher KIC and KPC scores compared to those that do not have such plans.

The study of knowledge management capability and organizational effectiveness in Taiwanese public utility: the mediator role of organizational commitment.

Many studies on the significance of knowledge management (KM) in the business world have been performed in recent years. Public sector KM is a research area of growing importance. Findings show that few authors specialize in the field and there are several obstacles to developing a cohesive body of literature. In order to examine their effect of the knowledge management capability [which consists of knowledge infrastructure capability (KIC) and knowledge process capability (KPC)] and organizational effectiveness (OE), this study conducted structural equation modeling to test the hypotheses with 302 questionnaires of Taipei Water Department staffs in Taiwan. In exploring the model developed in this study, the findings show that there exists a significant relationship between KPC and OE, while KIC and OE are insignificant. These results are different from earlier findings in the literature. Furthermore, this research proposed organizational commitment (OC) as the mediator role. The findings suggest that only OC has significant mediating effects between KPC and OE, whereas this is not the case for KIC and OE. It is noteworthy that the above findings inspired managers, in addition to construct the knowledge infrastructure more than focus on social media tools on the Internet, which engage knowledge workers in “peer-to-peer” knowledge sharing across organizational and company boundaries. The results are likely to help organizations (particularly public utilities) sharpen their knowledge management strategies. Academic and practical implications were drawn based on the findings.