Knowledge management, decision-making style and organizational performance

Purpose – The purpose of this paper is to analyze how organizational factors such as cultural values, leadership and human resource (HR) practices influence knowledge exploration and exploitation practices and innovation via an empirical study. Design/methodology/approach – From the knowledge-based view of the firm, six hypotheses were established and statistically tested in a sample of 111 Spanish companies belonging to innovative industries. Survey methodology was used with the aim of gathering data regarding knowledge management (KM) practices and certain, related organizational aspects in firms. Findings – This paper provides evidence of a moderating effect of knowledge-centered culture, knowledge-oriented leadership and knowledge-centered HR practices in the relationship between knowledge exploration and exploitation practices and innovation outcomes of companies. In line with previous literature, it is suggested that although KM practices are important on their own for innovation purposes, when certain enablers – organizational factors to overcome human barriers to KM – are properly established, the innovation capacity of the firm can be more successfully exploited. Research limitations/implications – The research is limited to high rate innovation industries. Future studies will include other industries and a more diverse sample of firms. Practical implications – The results of this study suggest that managers should place attention on knowledge exploration and exploitation practices along with several organizational enablers in order to achieve high levels of innovation results for the company. Originality/value – This paper provides new empirical evidence on the relationships between KM, organizational elements such as culture, leadership, HR practices, and innovation in a large sample of firms. To date, the empirical research of these relations has been mainly limited to descriptive case studies and there is thus a lack of empirical evidence with large samples of firms.

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Organizational factors to support knowledge management and innovation

Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive advantage. This paper aims to concentrate on the role of tacit knowledge sharing in fostering innovation capability of an organization. Specifically, the study considers social capital (relational, cognitive and structural) as an important precursors to tacit knowledge sharing, which in turn, influences innovation capability of an organization. The study further discusses the role that knowledge reciprocation plays in successful tacit knowledge sharing. The relation between knowledge quality and innovation capability is also discussed in the paper.,The investigation started with a review of extant literature in the field of knowledge sharing and innovation to derive a set of constructs. A set of hypotheses was developed based on the identified constructs, which was subsequently validated through a primary survey based on a structured questionnaire on a sample size of 190 respondents from the Indian industrial domain. The survey responses were subsequently analysed using the statistical technique of structural equation modeling and conclusions were drawn from the findings. Additionally, careful attention was paid in eliminating the common method bias, which is often associated with a primary survey.,A set of six hypotheses were derived based on the identified constructs and were subsequently validated. While validating the hypotheses, it was observed that while knowledge reciprocity, relational social capital and cognitive social capital was positive associated with tacit knowledge sharing, structural social capital did not have a significant effect on the same. Additionally, it was also observed that both tacit knowledge sharing and the quality of knowledge were positively associated with innovation capability.,The present day business marked by intense competition requires firms to be more aware of their innovative capabilities. Effective sharing of knowledge or information can be deemed as a vital component in achieving this objective. Organizations that practice and nurture innovation activities can use the findings of the current study as a part of their knowledge management strategy. In addition to using the explicit knowledge, which are structured in nature, organizations can also start using tacit knowledge to harness their innovation potential – and the findings from the current study can act as a motivational tool for them to do so.,Although there is a growing body of literature concerning the role of knowledge management in innovation, there still a dearth in discussing the role of tacit knowledge sharing in exploiting the innovation capability of an organization. The main discussion of this paper brings together a set of important constructs that exhibits the significant role that tacit knowledge sharing plays in determining the innovation capability of an organization. Furthermore, it tries to marry the concepts of social capital and tacit knowledge sharing with innovation capability, therefore adding significantly to the body of literature in knowledge management as well as innovation.

Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization

Translating the impact of knowledge management processes into knowledge-based innovation: The neglected and mediating role of knowledge-worker productivity

The mediating role of knowledge application in the relationship between knowledge management practices and firm innovation

Knowledge Sharing Process, Innovation Capability and Innovation Performance: An Empirical Study

The intense global competition, rapid technological changes, and higher consumer demands along with increasing uncertainty and risk; all threaten the life of the companies and force them to be more creative and innovative. Thus, business world needs innovative ideas more than ever. Hence, companies struggle to increase their innovative capacities in order to be more competitive. At the same time, performing innovation is not an easy task, it is a process that requires tremendous effort and changes in several parts of business. The number of studies on innovation has increased. Different aspects of innovation from theoretical and practical points of views have been studied so far. This study aims to investigate the effect of knowledge sharing enablers on innovation capability along with the relationship between innovation capability and innovation performance. The findings from the research revealed that some of the components of knowledge sharing enablers have positive effect on the innovation capability, while others have not. Also, remarkable findings on significant positive affect of innovation capability on innovation performance were obtained.

Alaeddin Koska

Papers

Knowledge Sharing Process, Innovation Capability and Innovation Performance: An Empirical Study

Exploring the link between knowledge sharing enablers, innovation capability and innovation performance