Role Of Knowledge Management Capabilities Research Articles

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.

Knowledge spillover, knowledge management and innovation of the Portuguese hotel industry in times of crisis

PurposeThe aim of the study is to analyze how knowledge spillovers and knowledge management capabilities affect the innovation capabilities of hospitality sector companies in crisis environments.Design/methodology/approachA survey was completed by 63 hotel directors based in Portugal, gathering data on knowledge spillover, knowledge management capabilities and innovation capabilities. Two multiple linear regression models were used to estimate the impact of knowledge spillovers and knowledge management capabilities on innovative capability.FindingsIt has been concluded that knowledge spillovers work as external benefits of knowledge creation, increasing the innovation activities of companies in the hospitality sector, which reinforces that knowledge spillovers help to enhance innovation capabilities. The study's results show that it is essential for companies to manage knowledge. It also concludes that effective knowledge management facilitates the exchange of knowledge required in the innovation process. Knowledge spillovers improve the performance of innovation in companies through the development of new insights and innovation capabilities.Research limitations/implicationsThis research was carried out in a period of crisis. As expected in a troubled period, the results are extremely volatile. This study's sample is composed of Portuguese hospitality companies.Originality/valueThis research provides valuable insights into the overflow of explicit and tacit knowledge in the hotel industry. Moreover, this study offers new insights into the mediating role of knowledge management capability in the relationship between a hotel's knowledge overflow and its innovation performance.

Managing MSME Innovation Performance: Analysis of Knowledge-Oriented Leadership and Knowledge Management Capability

The purpose of this study was to investigate the practice and effect of knowledge-oriented leadership on innovation performance in the MSME industry, by mediating knowledge management capabilities. The Partial Least Square (PLS) approach was used to analyze the data obtained from 170 employees of several MSMEs in Banten. The results obtained indicate that knowledge-oriented leadership has a positive and significant effect on knowledge management capabilities, but has no significant effect on organizational innovation performance. However, knowledge-oriented leadership has a positive and significant impact on organizational innovation performance through knowledge management capabilities. So knowledge management capability functions as a full mediator variable. From a theoretical perspective, the results of this study provide empirical evidence about the positive role of knowledge management capability as an influential factor to improve MSME innovation performance. Meanwhile, from a managerial perspective, the results of this study provide an overview of decision-makers in MSMEs with a better understanding of how to improve knowledge management capabilities and apply appropriate leadership styles in the current knowledge era.

Influence of transformational leadership and knowledge management on radical and incremental innovation: the moderating role of collaborative culture

PurposeThe purpose of this study is to explore the influence of transformational leadership (TL) on a firm's radical and incremental innovation. It also deepens the understanding of appropriate mechanisms and conditions to improve specific aspects of innovation by examining the mediating role of knowledge management capability (KMC) and moderating mechanism of collaborative culture.Design/methodology/approachThis study utilized structural equation modeling (SEM) and cross-sectional design to test hypotheses in the proposed research model using survey data collected from 365 participants in 86 manufacturing and service firms.FindingsThe findings indicate that TL induces greater effect on radical innovation compared to its effect on incremental innovation. The mediating role of KMC between TL and aspects of innovation capability is also supported. Especially, the influences of KMC on specific aspects of innovation capability are different and depend on the degree of collaborative culture in an organization.Research limitations/implicationsFuture research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight into specific roles of knowledge management's constituents in linking TL and innovation capability.Practical implicationsThe paper significantly contributes to increasing the understanding of the link between TL and specific aspects of innovation capability 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 a prospective solution for firms to pursue and improve innovation based on the meaningful insights into the mediating role of KMC and moderating effect of collaborative culture in the relationship between TL and specific dimensions of innovation capability.

Knowledge management capability, environmental dynamism and innovation strategy in Malaysian firms

PurposeThe objectives of this study is first to assess the effect of organizational antecedents on knowledge management capability and its effect on innovation strategy through the moderating effect of environmental dynamism.Design/methodology/approachThe data were collected from SMEs in central region of Malaysia through a cross-sectional survey of 202 owners and analyzed through structural equation modeling using SmartPLS software.FindingsThe results show that while formal structure, selection policies, incentives and training and development policies have positive affect on knowledge management capability, there is no effect of innovation culture on knowledge management capability. Knowledge management capability has a positive and significant effect on innovation strategy. Interestingly, the findings show that environmental dynamism strengthens the positive effect of knowledge management capability on innovation strategy.Practical implicationsThe findings of this study emphasize on the potential of collaboration among people for creating effective knowledge sharing in organizations and modalities in order to successfully design a collaborative knowledge-based work environment.Originality/valueThe model links organizational antecedents with knowledge management capability and the critical role of knowledge management capability on innovation strategy of SMEs considering environmental dynamism.

A Knowledge‐Based Approach to Public Value Management: A Case Study of Change Implementation in Disability Services in Western Australia

AbstractThis paper provides a knowledge‐based perspective to understanding public value management (PVM). As distinct from other approaches to public administration, PVM focuses on collaborative capacity building for the creation of public value. To develop the notion of PVM further, we explore the role of a knowledge‐based strategy in a case study of change implementation in 18 disability service organisations in Western Australia. Our findings show important inter‐relationships between knowledge management strategy, adopting a person‐centred approach to service provision, and sustainability of change implementation. We discuss the implications of the study for disability sector change management and for the further exploration of the strategic role of knowledge management capabilities in the study and practice of PVM in public sector administration. The paper explores the relationship between an organisation's knowledge capture and sharing systems and processes and its ability to implement change in a way that generates long‐term benefits for both public sector employees (e.g., engaging with key stakeholders to generate innovative solutions for serving client needs) and clients (i.e., increased well‐being through better service design and support).

Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals

This paper discusses the links between knowledge-oriented leadership, open innovation and knowledge management in the international business context. Open innovation has become crucial for an increasing number of multinational enterprises (MNEs) to gain and maintain competitive advantage and become a market leader. Despite the recent proliferation of papers dealing with open innovation practices of MNEs, there is limited work investigating the role of knowledge management (KM) capability on the relationship between knowledge-oriented leadership and open innovation. Given MNEs’ growing interest in open innovation, the lack of research on knowledge-oriented leadership and KM capability in the open innovation context is a significant research gap in our knowledge. In response, we conducted a study on the mediating role of KM capability in the linkage between knowledge-oriented leadership and open innovation (inbound and outbound), using data collected from 172 subsidiaries of MNEs based in France. A structural equation modelling approach is employed to study the impact of the latent variables associated with knowledge-oriented leadership and KM capability on open innovation. The results indicate that higher levels of knowledge-oriented leadership can lead to enhanced KM capability and improved open innovation outcomes. That is, knowledge-oriented leadership has a direct, positive impact on KM capability and open innovation. Also, KM capability is found to mediate the linkage between knowledge-oriented leadership and open innovation. This study provides useful insights for managers who wish to enhance open innovation activities in MNEs, and offers useful guidance to international business scholars, encouraging further research in this area.

On the path towards open innovation: assessing the role of knowledge management capability and environmental dynamism in SMEs

PurposeThis study aims to shed light on the internal and external antecedents of open innovation (OI) in the context of small- and medium-sized enterprises (SMEs), with a special focus on the role of knowledge management (KM) capability. The paper develops and tests an integrative research model which assesses the effect of internal factors on KM capability; the impact of organizational and external factors, namely, KM capability and environmental dynamism, on OI; and whether environmental dynamism moderates the relationship between KM capability and OI.Design/methodology/approachDrawing on the knowledge-based view and the social exchange and the contingency theories, this paper develops an integrative research model which analyzes several relations between organizational antecedents of KM capability and its effect on OI by using covariance-based structural equation modeling on a data set of Spanish SMEs.FindingsResults confirm that information technology-supported operations and commitment-based human resource practices have a positive and significant influence on KM capability. In contrast, results do not find support for the relationship between interdepartmental connectedness and KM capability, whereas both KM capability and environmental dynamism have a direct influence on OI.Originality/valueThis paper adds to existing research on OI, as it is the first study that addresses the critical role of KM capability for the implementation of OI.

From Intellectual Capital to Firm Performance: The Mediating Role of Knowledge Management Capabilities

The importance of intellectual capital (IC) in organizations is well accepted. Several authors have examined the effects of IC on innovation and firm performance. We argue that IC does not directly affect innovation or firm performance; instead, the firm's knowledge management (KM) capabilities mediate the effect of IC on innovation and firm performance. We propose a theoretical model of how two KM capabilities (knowledge enhancement and knowledge utilization) mediate the effects of three types of IC (social capital, human capital, and organizational capital) on innovation and firm performance. The model is tested using survey data and secondary data on 533 public-listed companies in Taiwan. The results of structural equation modeling support the theoretical model with two exceptions: the path from human capital to knowledge enhancement capability is not supported, and human capital has an unexpected direct effect on innovation. Other than this unexpected effect of human capital on innovation, the effect of IC on innovation is mediated by KM capabilities. Moreover, innovation fully mediates the effects of KM capabilities on firm performance. Overall, this study provides insights into the mediating roles of knowledge enhancement and knowledge utilization in the relationship between IC and innovation.