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The purpose of this study is to develop a theoretical model for examining how innovation speed mediates the relationship between knowledge management (KM) and performance and empirically tests the proposed model using data collected in the USA and China over three years.

To avoid common method bias and increase ability to draw causal effects of KM on performance, data were collected over three years. KM data were collected by survey; innovation speed data were collected in the following year; and sales growth and gross margin data were collected over the next three years. After merging the three data sets, the final empirical data used for this study contained data from 354 USA and 647 Chinese firms. Multiple regression analyses were used to test the research hypotheses. Sobel mediation tests were performed to test the mediating effects of innovation speed on the relationship between KM and performance.

Innovation speed has a U-shaped relationship with performance in both US and Chinese firms. Knowledge generation has an inverted U-shaped relationship with innovation speed in both US and Chinese firms. Knowledge dissemination increases innovation speed in US firms but not in Chinese firms. While knowledge application increases innovation speed in the US firms, it decreases innovation speed in Chinese firms.

This study is among the first to propose and empirically test the KM-innovation speed-performance relationship. This paper advances the KM literature by demonstrating that there is an inverted U-shaped relationship between knowledge generation and innovation speed and that there is a U-shaped relationship between innovation speed and performance. In addition, this study contributed to the cross-national study of KM.

The research first and uniquely explores the antecedent relationship among three highly studied environmental forces – competitive intensity (CI), market turbulence (MT) and technological turbulence (TT) – in a service context. Next, given the importance of services to the USA and global gross domestic product (GDP) and the unique characteristics of services versus product firms, the research examines the impact of environmental forces on innovation speed capability, a less studied but critical enabler of service innovation. Finally, this study aims to suggest the importance of the sequential relationship between two dynamic capabilities – innovation speed and operational flexibility – to realize advantage.

This study surveyed 264 US service firms in a business to business context and tested this research model using structural equation modeling.

The results yielded three major conclusions: in a service context when examining the relationship among the three environmental forces, CI appears to have the driving influence on MT and TT, MT, however, was the only environmental force that this study found to bare positive and significant direct influence on innovation speed. Looking at the zero-order effect of MT and TT on innovation speed this study found each to be positive and significant suggesting a negative suppression effect and innovation speed’s influence on performance relative to competitors is fully mediated by operational flexibility.

The paper contributes to context, as service firms represent the majority of the USA and global GDP. This study extends the literature on the highly studied environmental forces (MT, TT and CI) by examining how they influence each other in an antecedent role and in service context. This study extends service literature by going beyond the influence of environmental forces on innovation to examine the dynamic capability of innovation speed, suggested as uniquely important to service context and distinct from the more highly studied innovation construct. The study also extends prior research in the manufacturing (product) context that suggests the importance of sequential congruence between two critical dynamic capabilities – innovation speed and operational flexibility – necessary to deliver competitive advantage.

The objective in this study is to examine the relationship between innovation speed, and radical product and process innovations.

A survey of firms in the high‐tech (semiconductor, audio video equipment and computer hardware) industries was conducted. Hypotheses were tested using a hierarchical multiple regression analysis.

The results revealed a significant positive relationship between innovation speed and both radical product and radical process innovations. Radical product and process innovations were highly correlated in the sample.

Response rate was relatively low to the survey, however, control variables were included to ensure accuracy of results. This study empirically tested inter‐innovation relationships within the high‐tech industry.

Findings suggest that firms should not avoid radical innovations with the fear of being late to market. In addition, based on these results, product and process innovations are closely linked to one another, and to innovation speed.

This is one of the few studies to examine inter‐innovation relationships at the firm level.

This paper examines the influence of three dimensions of customer knowledge management – knowledge from customer, knowledge for customer and knowledge about customer – on innovation capabilities (speed and quality) and new service market performance.

The model links three dimensions of customer knowledge management to two dimensions of innovation capabilities. Further, the model links two dimensions of innovation capabilities to new service market performance. Analysis was conducted through structural equation modelling using SmartPLS software, using data from 253 managers representing 26 banks in Bangladesh.

The findings of this study show that knowledge from customer and knowledge for customer are the most influential predictors of new service market performance. Of the three dimensions of customer knowledge management, knowledge from customer turns out to be the strongest predictor of innovation quality and speed. Innovation quality has a greater impact on new service market performance than innovation speed. Innovation capability (quality and speed) plays a mediating role in this study.

Managing knowledge from, for and about customer should be systematically considered as a synergy approach to firms’ processes and activities to co-create value with customers. In particular, managers should put more emphasis on knowledge from and for customer to enhance innovation capacity and achieve success in the development of a new service.

This paper empirically supports the significant influence of knowledge from, for and about customer on innovation capabilities (quality and speed) and new service market performance. While the results provide guidance for researchers and practitioners, it also adds value to innovation-related research.

In recent years, rapid changes in the economic situation and high levels of competition have increased the need for innovation in order to gain success. In such circumstances, organizational strategists are considered as critical in determining the success or failure of organizations. Using innovation in various aspects of organizational operations is the most important factor to achieve sustainable competitive advantages in industry. As a result, analyzing the effective factors involved in promoting the efficiency of innovative activities in the organization and ways of achieving it are of utmost importance. Thus, this paper examines the relationship between communication and innovation performance with respect to the intermediary role of strategic decision-making process speed.

The present study has used quantitative methodology and questionnaire to collect data from 450 managers and members who are involved in the decision-making process in 150 companies operating in the food-industry sector. Data analysis was done by using structural equation modeling and AMOS software.

The results of the data analysis suggest that communication and strategic decision-making speed possess a significant positive impact on innovation performance. Also, strategic decision-making speed has sufficiently played the intermediary role between communication and innovation performance.

This survey specifies the effects of communication on the success of making fast strategic decision and innovation performance which aid Iranian food companies to tackle one of the managerial challenges: postponing strategic decisions due to lack of efficient communication to get information. In addition, to the best of the authors' knowledge, this essay is a first in Iran.

This study aims to examine the role of creative destruction and knowledge creation which is a mediation between the speed of innovation and the competitiveness of food small- and medium-sized enterprises (SMEs). Creative destruction and the creation of competency-based and market-based knowledge are usually carried out by companies in power to create barriers to entry and expand distance with similar businesses, so the role of creative destruction and knowledge creation as mediation to strengthen competitiveness is investigated.

The data in this study were collected from 161 UKM which are the population of food UKM in Malang, covering three regions, namely, Malang City, Malang Regency and Batu City. Warp Partial Least Square-Structural Equation Modeling (WarpPLS-SEM) has greater statistical requirements than other covariance-based methods, which are more likely to give results that are in accordance with the conditions of the population (significant if it is actually significant in the population) so that it is very efficient.

It is very important for the pace of innovation development to improve the competitiveness of food SMEs. Innovation ideas are quickly realized and products that enter the market faster have greater opportunities to increase competitiveness through profits and productivity. The pace of innovation development increases the competitiveness of food SMEs. This study proves that competitiveness can be increased once the pace of innovation development is followed by creative destruction and knowledge creation. In this case, creative destruction is done through increased competence and maintain the innovations that have been achieved by food SMEs. Increasing business competence can be done through cost efficiency, improving product quality and improving worker skills. This is done while maintaining innovation achieved to strengthen market networks, customer service and innovation in product packaging. The basis of organizational learning is knowledge creation; this point is missing in organizational learning theories. The focus here is on the creation of knowledge as a process, a missing factor in theories about learning organizations.

This study has limitations that this study analyzes processed foods and innovations in general. Future research should investigate one type of processed food based on an innovation typology so that it can provide more effective and efficient recommendations.

To the best of the authors’ knowledge, this is the first known analysis of innovation speed and creative destruction for SMEs of food sector.

The purpose of this paper is to examine the role of creative destruction as mediation between the speed of innovation and competitiveness of food small and medium enterprises (SMEs). Creative destruction that is competence-based and market-based is usually done by incumbent enterprises to create barrier to entry and widen the distance with similar businesses, then the role of creative destruction as a mediation to strengthen the competitiveness is investigated.

To test this, data were collected from 161 SMEs that is the food SME population in Great Malang covering three areas namely Malang Municipality, Malang Regency and Batu Municipality. warp partial least square-structural equation modeling (WarpPLS-SEM) was applied because parameter estimation with WarpPLS-SEM is very efficient because it has greater statistical requirements than other covariant-based methods, which is more likely to deliver results that match the population condition (significant if that is in fact significant in the population).

The pace of innovation development is very important to improve the competitiveness of food SMEs. The idea of innovation is quickly realized and products that enter the market faster have a greater chance to improve competitiveness through profit and productivity. The pace of innovation development enhances the competitiveness of food SMEs. This study proves that competitiveness can be increased once the pace of innovation development is followed by creative destruction. Creative destruction in this case is done through increased competence and maintain the innovations that have been achieved by food SMEs. Increased business competence could be conducted through cost efficiency enhancing product quality and improving worker skill. It is conducted while maintaining the achieved innovation to strengthen the market network customer service and innovation in product packaging. The government’s role is proven not to strengthen the relationship of the pace of innovation development and competitiveness of food SMEs. The role of the government is reflected through credit facilities business licensing promotion marketing and training. These have been carried out by the government. Nevertheless, these activities do not generate widespread impact in strengthening the pace of innovation development to enhance the competitiveness of food SMEs.

The main limitation of this study is that it analyzes processed foods and innovations in general. Future research should investigate one type of processed food based on the typology of innovation so as to provide more effective and efficient recommendations.

This is the first known analysis of innovation speed and creative destruction for SMEs of food sector.

A transport innovation has been examined through canvassing opinion from a large sample of long distance travellers. The findings proved that there was no evidence to support adopter categories in respect of the high speed train. Respondents rated the attribute “relative advantage” as being extremely relevant, whilst “trialability”, “compatibility”, “observability” and “complexity” were not particularly relevant.

This paper aims to verify the effect of organizational learning (OL) and two specific aspects of innovation, innovation speed and innovation quality, on competitive advantage.

Structural equation modeling has been applied to test the degree of influence of OL and innovation on two types of competitive advantage (differentiation and low-cost advantage) using data collected from 279 Chinese firms.

The findings show that innovation speed and quality play mediating roles in the relationship between OL and competitive advantage. In general, while innovation speed has greater effects on low-cost competitive advantage, OL and innovation quality have greater effects on differentiation competitive advantage.

This paper offers directors/managers a deeper understanding of the factors necessary to promote competitive advantage in their firms.

This paper offers CEOs/managers a deeper understanding of the necessary factors needed to promote competitive advantage in their firms.

This paper provides practical and theoretical initiatives on innovation and competitive advantage that can be used to promote specific aspects of innovation and build up competitive advantage for relevant organizations.

This chapter aims to investigate the driving forces in the creation of knowledge and in the process of innovation and the relevance of the governance model with respect to the free market model or the government model in the regulation of the knowledge and innovation networks.

According to a cognitive approach, a conflict is the result of a closer spatial distance between two actors or firms, leading to a contact stimulus and a reciprocal stimulus, which is perceived as a threat for the respective security or identity. This occurs when the two considered parties are characterised by a too large cognitive distance or a too different mindset or culture, which hinders collaboration.

This chapter highlights that the fragmentation of a modern knowledge economy and the pervasive conflicts between various interest groups, conflicts of interests in the roles of the same actors, bottlenecks, rents and income and power disparity in society require a new form of regulation, that is, multi-level governance and new instruments in innovation policies.

The governance or partnership model is based on the principles of negotiation, exchange and consensus, which are different from the principle of authority as in the planning model and from the principle of competition and survival of the fittest as in the free market model. Governance is an approach to the industrial policy that is more suitable to steer or manage a modern capitalist system and the knowledge and innovation networks that characterise this system.