Role Of Knowledge Management Capabilities Research Articles

How knowledge-based HRM practices affects aspects of innovation capability through knowledge management: the moderating role of innovative culture

Purpose Given the important of knowledge resource and human capital for improving innovation competence, the purpose of this study is to examine the influence of knowledge-based HRM practices on product and process innovation of firms via the mediating role of knowledge management capability and moderating role of innovative culture. Design/methodology/approach The paper used structural equation modeling and empirical data collected from 271 participants in 156 manufacturing and service firms to examine the level of how knowledge-based HRM practices and knowledge management affect product and process innovation under the moderating role of innovative culture. Findings The research findings confirm the mediating roles of knowledge management between knowledge-based HRM practices and two specific types of innovation namely product and process innovation. It also firstly reveals the positive moderating role of innovative culture in enhancing the effects of knowledge management on product innovation. The results underline the necessity of building an innovative climate and knowledge-based HRM practices to stimulate knowledge management for improving innovation capability of firms in the developing and emerging markets. Research limitations/implications The paper helps bring deeper insights to leaders and practitioners about the new knowledge-based approach that enhances innovation competence for organizations. Originality/value The paper significantly contributed to theoretical and practical initiatives on theory of HRM practices and knowledge management by showing different moderating and mediating mechanism thereby firms can follow to enhance innovation capability of firms in developing and emerging markets.

The influence of organisational learning ambidexterity on process innovation performance: the role of KM capability

ABSTRACT This study examined the relationship between organisational learning ambidexterity and process innovation in micro and small sized companies and the moderating role of Knowledge Management capability. Exploratory and exploitative learning were conceptualised as multi-dimensional constructs occurring at team and organisational level and as inter-organisational and intra-organisational processes. Regarding the organisational learning ambidexterity, the combined approach was used, which assumes that exploratory and exploitative learning are mutually supportive. Knowledge Management capability was based on three knowledge processes: knowledge acquisition, sharing, and application. Due to the relative lack of validated understanding of the organisational learning ambidexterity effects on process innovation, it contributes to the development of theory explaining this interaction and its effects. The results provide additional insights whether exploitative and exploratory learning are complementary. Finally, Knowledge Management capability plays an important role in the relationship between organisational learning ambidexterity and process innovation.

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.

Relationship between open innovation and innovation performance within high-tech firms: The mediating role of knowledge management capability

In the current competitive global marketplace, innovation is key for high-tech firms to thrive. Open innovation offers a promising approach, but its effectiveness remains unclear. Therefore, this research explored the connection between open innovation, knowledge management capability, and innovation performance within high-tech firms. We used a mediation approach to highlight the central role of knowledge management capability in the relationship between open innovation and innovation performance. We used a survey questionnaire approach to collect data from the 462 employees of high-tech firms on open innovation, knowledge management capability, and innovation performance using a convenient sampling technique. We used partial least square structural equations modeling through PLS-SEM statistics. Results indicated that open innovation has a direct, positive and significant connection with innovation performance. Similarly, the current research serves as a pioneering exploration into mediation analysis, highlighting the mediating role of knowledge management capability that influences the relationship between open innovation and innovation performance. Empirical studies offer valuable insights for leaders of high-tech firms, guiding them to identify effective knowledge management practices and determine the ideal extent of open innovation to boost innovation performance. The current study reveals novel insights into the benefits of knowledge management capability in enhancing open innovation efforts within firms. This research provides valuable implications and future research directions.

Analysis the mediating role of knowledge sharing and innovation value chain on the company's sustainable competitive advantage

In an era where knowledge has become one of the most valuable assets, the ability to effectively gather, store, manage, and utilize knowledge is critical. Given the ever-changing market needs, the sustainable competitive advantage of a company is crucial. The aim of this research is to analyze the role of knowledge management capabilities in sustainable competitive advantage and to assess the effectiveness of the impact provided by knowledge sharing and the innovation value chain in enhancing a company's competitive advantage. The research method employed is quantitative research using a questionnaire with a 1 – 7-point Likert Scale for data collection. This study was conducted on employees, staff, and managers of a state-owned bank in Indonesia, with a sample size of 206 respondents. Data analysis will be performed using Structural Equation Modeling (SEM) technique with SmartPLS 4 software. The results of hypothesis testing indicate that the influence of knowledge management capabilities on knowledge sharing, and the innovation value chain is statistically significant. Furthermore, there is a statistically significant influence between knowledge sharing and sustainable competitive advantage, and knowledge sharing mediates the relationship between knowledge management capabilities and sustainable competitive advantage. The influence of the innovation value chain on sustainable competitive advantage is also significant, however, there is no significant evidence found that the innovation value chain mediates the relationship between knowledge management capabilities and sustainable competitive advantage.

Stimulating exploitative and exploratory innovation through transformational leadership and knowledge management capability: the moderating role of competitive intensity

PurposeGiven the importance of leadership practices and knowledge resources in fostering innovation capabilities of firms, the purpose of this study is to explore the influence of transformational leadership on exploitative and exploratory innovation via mediating role of knowledge management capability. This study also attempts to increase understanding of the appropriate mechanisms for firms to pursue innovation capability by examining the moderating mechanism of competitive intensity.Design/methodology/approachThis study utilized the structural equation modeling and cross-sectional design to test hypotheses in the proposed research model using survey data collected from 351 participants in 120 manufacturing and service firms.FindingsThe findings indicate that transformational leadership induces greater effect on exploratory innovation compared to its effect on exploitative innovation. The mediating role of knowledge management capability between transformational leadership and aspects of innovation capability is also supported. Especially, the influences of knowledge management capability on exploratory innovation capability are enhanced and depended on the degree of competitive intensity.Research limitations/implicationsFuture research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight on the role of specific components of knowledge management capability in linking transformational leadership and innovation capability.Practical implicationsThe paper highlights the important role of transformational leadership practices for fostering knowledge management capability and specific aspects of innovation capability under high level of competitive pressure.Originality/valueThe paper is unique in the attempts to provide a prospective solution for firms to pursue and improve innovation based on the meaningful insights on the mediating role of knowledge management capability and moderating effect of competitive intensity in the relationship between transformational leadership and specific dimensions of innovation capability.

The role of knowledge management capabilities in the components of the response characteristic of supply chains: a field study in the Traffic Directorate of Nineveh Governorate

The aim of the research was to diagnose the role that knowledge management capabilities (operations and infrastructure) contribute to the response of supply chains with their various components (the response of the operations system, the response of logistics operations, the response of the network of processors), the Traffic Directorate in Nineveh Governorate was the research field chosen for the Applied side of the research, and the research community was represented by the employees of this Directorate, and a random sample of the research community was selected intentionally from the research community who work directly in providing services for issuing official documents to citizens (issuing and renewing market the questionnaire was the main tool in data collection, as (100) forms were distributed, (91) of which were retrieved valid for analysis, the descriptive analytical approach was also adopted in the research, and the statistical software (Smart PLS 4) was employed, including some statistical tests in testing research hypotheses, and one of the most prominent results of the research was the presence of different levels of influence exerted by the variables lying in this research in the approved variables.

Understanding BMI from Industry 4.0, knowledge management and market uncertainty perspective

PurposeThe main purpose of this study is to investigate the role of Industry 4.0 capability (I4.0 C) in creating a supportive environment for business model innovation by focussing on the mediating role of knowledge management capability (KMC) and the moderating effect of market uncertainty.Design/methodology/approachThis paper uses interviews with managers and academics. Data were collected from 379 managers; CFA and finally regression analysis were performed, and the program “PROCESS” software was used to validate the data and examine the hypothesized relationships.FindingsKMC mediates the relationship between Industry 4.0 capability and business model innovation. The effect of Industry 4.0 capability on KMC is stronger for firms with increased market uncertainty. In contrast, the impact of KMC on business model innovation is weaker for firms operating in highly-uncertain markets.Research limitations/implicationsData were collected at only one point in time from one country, Greece. This might pose limitations on the generalizability of our results. Future research should test the relationships examined in this study in other international contexts.Practical implicationsManagers should invest in more advanced technology in order to obtain knowledge and capability. In addition, they need to pay more attention to how their firms' knowledge derived from Industry 4.0 contributes to business model innovation.Originality/valueThe current state of knowledge of both theory and practise for critical organizational factors such as Industry 4.0 capability, KMC, business model innovation and market uncertainty will be extended.

Exploring the influence of risk management on the performance of industry–university collaborative projects: the moderating role of knowledge management capabilities

PurposeEffective management of risk and knowledge is critical to ensure the success of industry–university collaboration (IUC) projects. However, the intricate dynamics through which these factors influence the performance of IUC projects have yet to be fully investigated. The purpose of this study is to explore the interplay between risk management and knowledge management capabilities and their impact on IUC project performance.Design/methodology/approachA model was constructed and evaluated through the examination of a sample of 188 collaborative innovation projects located in the United Arab Emirates (UAE), utilizing structural equation models (SEM) and hierarchical regression analysis.FindingsThe findings indicate that social system risk, technical system risk and project management risk have a negative impact on the performance of university–industry collaboration (UIC) projects, while cultural, technical and structural knowledge management capabilities can mitigate the negative impact of these risks on the performance of IUC projects.Practical implicationsThe study concludes with three recommendations aimed at improving the management of UIC projects, including the establishment of a distinct and precise management strategy, the deployment of a comprehensive and systematized management methodology and the adoption of a balanced management framework.Originality/valueThe originality and value of this study lie in its exploration of the interplay between risk management and knowledge management capabilities in IUC projects. While previous studies have examined either risk management or knowledge management in IUC projects separately, this study provides a comprehensive analysis of both factors and their combined impact on project performance. The study also contributes to the literature by highlighting the specific risks and knowledge management capabilities that are most relevant to the context of IUC projects in the UAE. The practical recommendations offered by the study can help project managers and stakeholders to improve the success of collaborative innovation projects.

What Drives Business Model Innovation? Exploring the Role of Knowledge Management Capability in Chinese Top-Ranking Innovative Enterprises

What Drives Business Model Innovation? Exploring the Role of Knowledge Management Capability in Chinese Top-Ranking Innovative Enterprises

Leadership and knowledge management practices for frugal innovation of firms in the emerging market: moderating role of collaborative culture

PurposeThe purpose of this study is to explore the influence of transformational leadership (TL) on firm's frugal innovation. It also deepens understanding of appropriate mechanisms and conditions to improve specific aspects of frugal innovation namely frugal functionality, frugal cost and frugal ecosystem by examining the mediating role of knowledge management capability (KMC) and moderating mechanism of collaborative culture.Design/methodology/approachThe paper utilized structural equation modeling and cross-sectional design to test hypotheses in the proposed research model using data collected from 351 participants in 112 Vietnamese firms.FindingsThe findings indicate that KMC significantly mediates TL's effects on aspects of firm's frugal innovation namely frugal functionality, frugal cost and frugal ecosystem. In addition, the influence of KMC on frugal functionality is different and depended on the extent of collaborative culture in an organization.Research limitations/implicationsThe paper has significantly contributed to increasing the understanding of the link between TL and specific aspects of frugal innovation by highlighting the important role of KMC and positive effects of collaborative climate in an organization.Originality/valueThe paper is unique in the attempts to provide the valuable initiatives and integration view of leadership practices for improving specific dimensions of frugal innovation of firms in developing and emerging market.

The Intermediary Role of Knowledge Management Capability in Product Variety Management and Knowledge Resources

In the era of digital intelligence, the importance of knowledge management capability is highlighted in enterprise management. Product variety requires the combination of knowledge management capability and knowledge resources. To further understand its action mechanism, this paper constructs a structural equation model for its empirical study. The results show that knowledge management capability plays an important intermediary role in the process of developing product variety.

Open innovation and sustainable competitive advantage: The role of organizational learning

With intensifying competition and increasing dependence on external partners, open innovation has been becoming an inevitable and prevalent strategy to achieve long-term competitive advantage. Considerable research has investigated the benefit of open innovation, the mechanism through which open innovation translates into sustainable competitive advantage have yet been well examined. Drawing on the strategy-competence-competitive advantage framework and the knowledge-based view, this study examines the role of ambidextrous organizational learning in mediating the relationship between open innovation and sustainable competitive advantage as well as the moderating role of knowledge management capability. Based on data collected from 269 Chinese high-tech enterprises in 2021, we found that open innovation contributes to sustainable competitive advantage through enhancing organizational learning including both exploratory and exploitative learning as well as their balance. Moreover, knowledge management capability positively moderates the relationships of open innovation to exploration and exploitation as well as their combination. Research and practical implications are discussed.

The Role of Knowledge Management Capability, Financial Literacy, and Problem-Solving Skills on Organizational Performance for SMEs.

The Role of Knowledge Management Capability, Financial Literacy, and Problem-Solving Skills on Organizational Performance for SMEs.

Impact of knowledge management capabilities on new product development performance through mediating role of organizational agility and moderating role of business model innovation.

In several studies, knowledge is witnessed as one of the foundations of long-term competitive edge and is also a basic source of new product development (NDP) performance. The aim of this study is to investigate the role of knowledge management capabilities (KMC) in new product development performance with the mediating role of organizational agility. Additionally, this study also intends to examine the moderating role of business model innovation on the relationship of KMC with organizational agility. This study was conducted on the Chinese automobile sector, and the NPD project managers, supervisors, and engineers of the sector were respondents of this study. A survey questionnaire was used to collect the data from 201 respondents, and data were analyzed using the Smart PLS 3 software. The findings of this research, although limited to the automobile industries, indicate that knowledge sharing and knowledge application have significant and positive effects on the development of new products. Organizational agility significantly mediates the relationship of KMC with NPD. The results found that business model innovation has a significant moderating role in the relationship between KMC and organizational agility. Moreover, the results of this study will assist the managers in developing a modern competitive business environment by implicating KMC in the process of NPD. Lastly, organizations may improve the sustainability of their product and their overall performance by using organizational agility and modern ways of value delivery.

Fostering product and process innovation through transformational leadership and knowledge management capability: the moderating role of innovation culture

PurposeDue to the vital role of innovation for firms to respond effectively to the rapid changes of business environment, the purpose of this study is to explore the influence of transformational leadership (TL) on innovation capability of firms via mediating role of knowledge management capability (KMC). It attempts to deepen insight on the moderating mechanism of innovation culture (IC) in enhancing the effects of KMC on two specific aspects of innovation capability namely product and process innovation.Design/methodology/approachThe paper utilized structural equation modeling (SEM) and cross-sectional design to test hypotheses in the proposed research model using data collected from 339 participants in 75 manufacturing and service firms in China.FindingsThe findings indicate that TL directly or indirectly affect firm's innovation via mediating role of KMC. The findings highlight that influences of KMC on aspects of innovation capability are different and depended on the degree of innovative climate in an organization.Research limitations/implicationsFuture research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight on specific roles of knowledge management's constituents in linking TL and innovation capability.Originality/valueThis study contributes to bridging research gaps in the literature and advancing the insights of how TL directly and indirectly fosters product and process innovation via mediating roles of KMC. By investigating moderating role of IC, this study has provided the valuable initiatives and integration view of a new mechanism to foster specific dimensions of innovation capability of firms in developing and emerging market.

Correlation Analysis Model of Social Capital and Innovation Performance Based on Knowledge Mapping.

In this paper, the correlation between social capital and innovation performance is analyzed using a knowledge graph approach, and a correlation analysis model is designed for practical use. Given the advantages of knowledge graph technology and the fact that most recommendation models fail to make full use of the correlation between knowledge graph and recommended items, this paper proposes a cross-attention fusion-based knowledge graph recommendation algorithm (CAKR). The CAKR model contains a cross-fusion module, a recommendation task module, and a knowledge graph embedding task module, and the inputs of the two task modules are alternately learned in a low-dimensional space by the cross-fusion module. The input of the two task modules is alternately learned in the low-dimensional space by the cross-fusion module to interact with the two embedding vectors of items and entities, and then, the obtained feature vectors are fed into the relevant task modules, respectively, and then, the results are calculated by the respective prediction functions. There is a mediating role of knowledge management capabilities in the innovation ecology perspective between social capital and innovation performance of SMEs. Among them, it fully mediates the relationship dimension of technical social capital, the cognitive dimension of institutional social capital, the relationship and cognitive dimension of market-based social capital, and innovation performance, and partially mediates the structural and cognitive dimension of technical social capital, the structural and relationship dimension of institutional social capital, and innovation performance. The relationship between knowledge management capability and innovation performance is positively mediated by environmental dynamics in the innovation ecology perspective, and the positive effect of knowledge management capability on innovation performance is more significant when the environmental dynamics are stronger, and vice versa. Finally, based on the results of the empirical study, some management suggestions are provided on how SMEs can reasonably utilize social capital to enhance their innovation performance.

Unveiling the role of knowledge management capabilities in strategic emergency response: insights from the impact of COVID-19 on China’s new economy firms

PurposeThis paper aims to unveil the importance of knowledge management on a firm’s strategic emergency response during the great negative shock from global public health threats. Through analyzing how representative firms in China’s new economy industries dealt with the COVID-19 pandemic before, during and after the crisis, the significant problems confronted by these firms are pointed out, and the important role knowledge management capabilities played in solving these problems is proven.Design/methodology/approachThe open data of listed companies regarding the important role knowledge management played in firms’ strategic emergency response during the COVID-19 pandemic are qualitatively analyzed. Based on theoretical sampling, this paper selects representative samples of enterprises and analyzes the positive response measures they took after being hit by this public health event to gain qualitative insight into the importance of knowledge management capabilities in strategic emergency response.FindingsThree aspects of the important role of knowledge management capabilities in a firm’s strategic emergency response during the COVID-19 pandemic are introduced: before the crisis, firms should strengthen the acquisition, sharing and integration of knowledge so that they can intensify their monitoring for uncertain risks; during the crisis, firms should boost the transmission, transformation and diffusion of knowledge to improve emergency cooperation; and after the crisis, companies should reinforce knowledge evaluation, creation and application to enhance “immunity” in similar emergencies.Research limitations/implicationsThis paper has important implications for bolstering strategic emergency management practice and knowledge management capability among firms. Future research must focus on the following two aspects for further investigation: the dynamic relationship between firm knowledge management capability and strategic emergency response ability; and the collaboration system between firm knowledge management and strategic emergency response behaviors.Originality/valueThis paper discusses the important role knowledge management capabilities play in firms’ strategic emergency responses based on insights gained from the significant changes that the COVID-19 pandemic caused to representative Chinese new economy firms. By analyzing the three stages of before, during and after the emergency, this paper proposes the exact efforts that new economy companies should make in improving knowledge management capability.

Transformational leadership and radical innovation for sustainability: mediating role of knowledge management capability and moderating role of competitive intensity

PurposeDrawing on the transformational leadership (TL) and knowledge-based view (KBV) theory, the present study investigates the impact of TL on radical innovation (RI) through the mediation of knowledge management capabilities (KMCs) and moderation of competitive intensity (CI) of textile and apparel industries with an Asian context.Design/methodology/approachData were collected from the relevant stakeholders of the industry-university collaboration teams with a structured survey questionnaire. Working with 304 textile and apparel industry respondents, structural equation modeling based partial least square (PLS-SEM) is used to test the conceptual framework. PLS-SEM technique was applied to test the hypothesis using Smart-PLS 3.8 packages program.FindingsThe results proposed TL has a positive impact on KMC and RI. Furthermore, the study reveals KMC positively mediated the relationship between TL and RI. This mediation is conditional on the moderating role of CI for the KMC (knowledge acquisition capability + knowledge-sharing capability) path to RI. Conversely, moderation of CI is insignificant and does not influence on fostering RI.Practical implicationsLeaders and managers have realized creative and innovative culture is built within the organizations by leader-follower collaboration through actual knowledge acquisition and knowledge sharing. Moreover, industry policymakers and practitioners establish the knowledge management department to enhance the innovation culture among the firms' stakeholders to encourage RI to sustain the global business market.Originality/valueThe study has introduced KMC as a mediator and CI as a moderator in the proposed model between TL-RI and KMC-RI. Further, it explores the linkages between TL, KMC, CI and RI.

The role of knowledge management capabilities in the performance of Botswana water utilities corporation

The research article provides an insight into the role of knowledge management capabilities in the performance of Botswana Water Utilities Corporation. In this research paper, organizational performance is measured under the following: - (a) Quality of service (b) Employee attraction and retention (c) Customer satisfaction. The researchers used mixed methods in investigating the research problem which revolves around the role of knowledge management capabilities and the performance of the organization. The research findings confirm that the recognition of knowledge management capabilities if well managed and utilized will increase the organizational performance in respect of quality of service, employee attraction and retention, and customer satisfaction. The research went further to discuss current challenges facing the organization and in the same vein offered possible solutions on how to minimize the identified challenges.