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This study aims to investigate how contract complexity and relational trust could impact offshore outsourcing innovation (OOI) performance of small and medium enterprises (SMEs). This study further examines the moderating effects of knowledge routines and joint actions on the relationships between contract complexity, as well as relational trust and OOI performance.

The empirical investigation extends transaction cost economics and the relational view of buyer-supplier dyads in the context of offshore outsourcing SMEs. To test the hypotheses, the authors collected and analysed survey data from 200 European manufacturing SMEs that have existing offshore supplier relationships.

The results suggest that both complex contracts and relational trust as governance structures positively affect SMEs’ OOI performance. Additionally, while both formal knowledge routines and joint actions help strengthen the relationship between complex contracts and OOI, they showed no significant moderating effect on the relationship between relational trust and OOI. Furthermore, based on the results, the authors also develop a governance framework covering four configurations – fit, firm, flexible and fragile (4F).

The 4F governance scenarios – fit, firm, flexible and fragile – introduced in this study emphasise the need for a combination of contract complexity and relational trust mechanisms in OOI relationships. The 4F labelling has rich implications for practitioners on how interfirm outsourcing innovation relationships can be managed based on configurations of contractual and relational governance. The study also adds to the understanding of how SMEs’ specific characteristics (e.g. resource shortcomings and flexibility) may influence their OOI decisions in comparison with large firms.

In spite of the increased attention on knowledge management processes as important variables for firms to generate performance benefits within supply chain literature, little is known about how these variables could impact offshoring innovation (OI) relationships held by small and medium-sized enterprises (SMEs). Considering their growing importance, this study aims to investigate the interplay between the internal knowledge creation capability, absorptive capacity and formal knowledge routines in attaining OI performance benefits for SMEs.

Grounded in the knowledge-based view theory, this study forwards various hypotheses between the variables of interests. The authors test the hypotheses using survey data collected from 200 European SMEs that engage in offshore supplier relationships.

The findings suggest that internal knowledge creation capability is positively associated to absorptive capacity. Not only is absorptive capacity positively associated to OI performance outcomes but it also positively mediates the effect of internal knowledge creation capability on OI performance. Additionally, formal knowledge-sharing routines negatively moderate the relationship between absorptive capacity and OI performance.

This study contributes to the supply chain as well as SMEs innovation literature by empirically showing that through enhanced internal knowledge creation capability, absorptive capacity goes beyond merely accessing and assimilating the supplier’s knowledge to achieve innovation gains. The results suggest that to succeed in gaining knowledge and subsequent performance benefits within OI, it is essential for SMEs to create and retain knowledge internally.

This study aims to evaluate the knowledge structure of knowledge management (KM) applications within small and medium enterprises (SMEs). In pursuit of excellence, SMEs must adopt KM like large corporations, even with limited resources.

Through a bibliometric approach, this study evaluates current themes based on bibliographic coupling analysis and predicts future trends based on coword analysis. A total of 726 documents and 2,658 keywords were derived from the Web of Science database.

Findings show four clusters in bibliographic coupling and three in coword analysis. A common theme discovered converged on digital technology to ensure SMEs follow current market trends.

Advanced application of Industry 4.0 requires digital transformation for SMEs’ pursuit of excellence. Implications include sustaining SMEs through a considerable KM system integrated with digital technology for sustainable business activities.

To the best of the authors’ knowledge, this study is among the first to provide a science mapping analysis on KM in SMEs by applying a bibliometric analysis.

This study examines the link between the knowledge creation process, ambidextrous innovation, and competitive advantage. Further, this study also tested the moderating role of organizational agility on the relationship between the knowledge creation process and ambidextrous innovation.

The empirical study’s data were collected by surveying 306 respondents employed in 140 Pakistani Small and Medium Enterprises (SMEs). The questionnaire was designed according to the study’s requirements and was based on theoretical knowledge and findings from previous research on the knowledge-creation process, ambidextrous innovation, and competitive advantage. All hypotheses were tested using a structured regression method.

The study indicates that the knowledge creation process significantly impacts a firm’s competitive advantage. Additionally, this study demonstrates that ambidextrous innovation can moderate the relationship between the knowledge-creation process and competitive advantage.

Future studies should examine mediating factors, such as organizational culture, leadership style, and industry characteristics, as well as moderating variables, such as environmental turbulence.

This study guides SME leaders on the importance of knowledge creation and ambidextrous innovation in achieving operational success and gaining a competitive advantage.

This study explores how the knowledge creation process directly and indirectly, enhances organizational capacity for competitive advantage through the mediating roles of ambidextrous innovation and the moderating role of organizational agility.

This paper aims to examine the mediating effect of customer functional and relationship customer orientation on the relationship between the knowledge-based dynamic capabilities and the competitive performance (CP) of small and medium enterprises (SMEs) operating in India.

The hypotheses proposed for this study were tested using data from the proprietors and competent authorities of 441 sample SMEs using structural equation modelling with partial least squares.

The results of this study indicate that knowledge-based dynamic capability (KBDC) has a significant connection with the CP of SMEs in a growing economy such as India. In addition, this study confirmed that the connection and functional customer orientation partially mediate the association between knowledge-based dynamic capabilities and the CP of SMEs.

This study’s practical contribution lies in its investigation of whether customer orientation serves as a mediator between KBDC and CP in SMEs in India. For instance, SMEs can implement strategies like customer feedback loops, loyalty programmes and customized solutions based on market insights to enhance customer orientation and ultimately improve CP.

This study analyses how SMEs can use knowledge-based dynamic capabilities and customer orientation to obtain a competitive advantage. This research contributes to the existing literature on knowledge management by expanding the notion of KBDC by integrating functional and relational customer orientation.

This research aims to find out the impact of knowledge sharing (KS) and knowledge hiding (KH) on employee creativity (EC) and eventually on firm innovativeness (FI). The study also investigates the moderating roles of incentive focus, preventive focus and enterprise social networking (ESN) adoption on EC and FI.

The study used an empirical research approach and created a research model using resource-based view theory and literature. The model was validated using the partial least squares structural equation modeling technique to analyze data from 347 respondents from Indian firms.

The authors found that there is a considerable moderating impact of all three moderators on EC and firms’ innovativeness. KS has a positive impact and KH has a negative impact on EC.

Knowledge can be shared within a firm by using an ESN tool. KS is the brighter side of the knowledge management process, whereas KH is the darker side of it. The study presents insights into and prescriptions for the bright and dark sides of knowledge management. The study results also imply that the firm managers must try to properly integrate the knowledge acquired from various stakeholders such as institutions, customers, competitors and suppliers as well as to focus on the tacit, precious and distinctive knowledge helpful to sustain long-term relationships with the valued external sources. The study empirically validates the model with the respondents from Indian firms, and thus the proposed model cannot be generalized.

Few research studies have examined both the bright and dark sides of the knowledge management process. There is a growing interest among researchers and practitioners to explore these sides of the knowledge management process using information systems and knowledge risk. Moreover, the proposed theoretical model has a high explanative power that makes the model effective and unique.

This study aims to determine whether knowledge creation processes (KCPs) – knowledge exchange and knowledge integration affect digital innovation (DI), including information technology (IT)-enabled capabilities (ITECs) as a mediator and absorptive capacity (AC) as a moderator.

With a survey data set of 390 employees from Pakistani software small- and medium-sized enterprises (SMEs), the current study employed Structural Equation Modeling (SEM) using Smart Partial Least Squares to estimate the structural relationships in the conceptual model.

The results confirm that KCPs – knowledge exchange and knowledge integration positively enhance software SME's DI; ITECs play a partial mediating role in the linkage between KCPs and DI; AC positively moderates the relationship between knowledge integration and ITECs, and ITECs and DI, while AC doesn’t moderate the relationship between knowledge exchange and ITECs. The AC positively moderates the mediating role of ITECs amongst KCPs (knowledge exchange and knowledge integration) and DI, respectively.

This research uniquely integrates the knowledge-based view and dynamic capability theory to present a comprehensive framework that explains the interdependencies between knowledge process, ITECs and AC in driving DI. This approach advances the understanding of how software SMEs can strengthen internal knowledge and IT resources to achieve superior innovation outcomes.

This study aims to investigate the relationship between absorptive capacity, relational capital and interorganizational relationship performance and examine the moderating effect of contractual governance on this relationship.

This study used a quantitative design, analyzing data collected through a survey questionnaire. The sampling frame consisted of 111 cross-industry, small and medium-sized manufacturers in Malaysia. The research model was analyzed using structural equation modeling.

The results show that interorganizational relationship performance is positively influenced by relational capital and absorptive capacity. While absorptive capacity has a positive effect on relational capital, this study finds empirical evidence that contractual governance weakens the effect of absorptive capacity on relational capital. Furthermore, this study also examines the hitherto under-researched moderating effect of contractual government on absorptive capacity and relational capital and their relationship with interorganizational relationship performance.

This study provides insights into the interorganizational relationship among SMEs and explains the nature of knowledge management in this context. This study shows the potential role of absorptive capacity in building close cross-border interorganizational relationships.