To read this content please select one of the options below:

Exploring the relationship between knowledge management practices and innovation performance

Marianne Gloet (Senior Lecturer, School of Management, RMIT University, Melbourne, Australia)
Milé Terziovski (Associate Professor, Euro‐Australian Cooperation Centre for Continuous Improvement and Global Innovation Management, The University of Melbourne, Parkville, Australia)

Journal of Manufacturing Technology Management

ISSN: 1741-038X

Article publication date: 1 July 2004



The process of innovation depends heavily on knowledge, and the management of knowledge and human capital should be an essential element of running any type of business. Recent research indicates that organisations are not consistent in their approach to knowledge management (KM), with KM approaches being driven predominantly within an information technology (IT) or humanist framework, with little if any overlap. This paper explores the relationship between KM approaches and innovation performance through a preliminary study focusing on the manufacturing industry. The most significant implication that has emerged from the study is that managers in manufacturing firms should place more emphasis on human resource management (HRM) practices when developing innovation strategies for product and process innovations. The study shows that KM contributes to innovation performance when a simultaneous approach of “soft HRM practices” and “hard IT practices” are implemented.



Gloet, M. and Terziovski, M. (2004), "Exploring the relationship between knowledge management practices and innovation performance", Journal of Manufacturing Technology Management, Vol. 15 No. 5, pp. 402-409.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

Related articles