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This study extends the viewpoint of “fit as holistic configurations” to explore how to use knowledge management (KM) processes and knowledge management system (KMS) capabilities appropriately according to the tasks characteristics subunits perform in an aerospace manufacturer. In this regard, the aim is to develop four theoretical ideal profiles of KM processes (socialization, externalization, combination, and internalization) and KMS capabilities (codification capability and network capability) for organizational subunits based on their task characteristics: focused, process‐oriented tasks; focused, content‐oriented tasks; broad, process‐oriented tasks; and focused, content‐oriented tasks.

The empirical study was conducted at a knowledge intensive and engineering‐oriented aerospace company. Twelve functional subunits performing a variety of tasks were selected as the samples. The study employed qualitative and quantitative methods to understand the subunits' task attributes. The authors collected data from 12 subunits, and a total of 212 valid questionnaires were analyzed. PLS‐Graph was used to assess the relationships of the research model.

The empirical support for the argument that the fit among KM processes, KMS capabilities and task characteristics can improve KM performance. Results reveal that fit significantly affects knowledge satisfaction, knowledge quality and creativity for subunits performing focused, process‐oriented and broad, process‐oriented tasks.

The findings reflect the fact that individuals within organizational subunits should use the four KM processes of appropriate levels to generate new knowledge to accomplish their tasks.

The study uses a multidimensional and multi‐item approach to test the effect of factors on KM performance, and is the first to identify ideal profiles of KM process and KMS capability for different organizational subunits.

This study aims to analyze the relationship between KM infrastructures, knowledge process capabilities, creative organizational learning, and organizational performance. The primary research focus is on the relationships between the KM infrastructure, which includes cultural, structural, management, and technology related factors, and the knowledge process capability by elaborating on the significance of knowledge processes as the determinants of organizational performance.

The unit of analysis is a company that has adopted a KMS. A mail survey was used to collect the data and an internet‐based survey was also used to provide more convenience in the response. The response sample included 120 responses. The structural relations among variables were tested using the partial least squares (PLS) method.

The results of this study indicate that collaboration, learning culture, top management support, and IT support affect the knowledge process capabilities. Knowledge process capabilities and creative organizational learning in turn mediate the relationship between KM infrastructure and organizational performance, which demonstrate the relevance of KM infrastructure for organizational performance.

Previous studies on KM have been fragmented in that they have explained some aspects of KM performance but have not provided a holistic view of a KM performance framework. Using a holistic view of the KM performance framework, this study has provided insights to KM for researchers because it explains the integrated aspects of KM performance by examining the relationships between the KM infrastructure, knowledge process capabilities, and organizational outcomes.

The current study aims to investigate the existing relationship between knowledge management (KM) infrastructures, KM process capabilities, creative organizational learning (OL) and organizational performance.

Statistical population includes executives of knowledge-based companies in Tehran Science and Technology Park of Iran. The 68 questionnaires were distributed among the census, of which 60 questionnaires were completed correctly. The research data were analyzed by SPSS and PLS software. The unit of analysis is a company that has adopted a knowledge management system (KMS). Target population of the research consisted of 85 top managers of knowledge-based companies in Tehran Science and Technology Park of Iran (N = 85). Random sampling method was applied in this study, and 71 top managers were considered as the statistical sample based on the “Morgan Table”. One standard five-point Likert questionnaire was adopted and distributed between top managers in the park; 62 questionnaires were returned, among which 60 were statistically investigated. The structural relations among variables were tested using the partial least squares method.

This study shows that the KM processes can mediate between creative OL and factors in the KM infrastructure. The results of the study demonstrate that KM process capabilities have the most crucial role in creative OL. The results indicate a significant influence of the infrastructure capabilities on the process capabilities, also the impacts of KM process capabilities on creative OL and the impacts of creative OL on organizational performance was confirmed.

Using a holistic view of the KM performance framework, this study has provided insights to KM for researchers because it explains the integrated aspects of KM performance by examining the relationships between the KM infrastructure, knowledge process capabilities, and organizational outcomes. Previous studies on KM have been fragmented because they only consider some aspects of KM performance rather than using a holistic view of the KM performance framework: they have examined the relationship between one or two facets of KM enablers and process capability, or between KM process capabilities and organizational performance.

In order to manage rapid change and global competition in business environments, knowledge workers should create new business opportunities and continuously question what and how they can contribute to these chances. Organizational KMS should support the learning processes of their knowledge workers.

The continuous learning and experiments are necessary in order to produce new ideas and products: it is critical to emphasize the importance of a KM infrastructure that supports and encourages learning in organizations. The creative learning in turn affects organizational performance indicating that without learning, organizations cannot overcome the boundary of old business practices and adjust to change in environments.

Previous researches did not appraise the effect of KM and its capabilities on organizational performance, and the specific influence of creative OL was disregarded. The present study demonstrates the mechanism of KM effect on organizational performance and describes the comprehensive dimensions of KM performance.

Knowledge management (KM) needs a systematic approach to develop capabilities which accelerate the evolution of knowledge into a key organizational resource. This paper aims to address this issue.

This paper reports the empirical findings of a case study offering insights into the infrastructure and process capabilities required to provide knowledge support for organizational routines and activities.

It also presents a four‐stage framework that helps to make sense of the development of capabilities during the implementation of KM initiatives.

The research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth.

As above, the research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth.

Drawing upon the resource-based view of the firm, this paper aims to develop and empirically validate a model that examines the relationships between technical knowledge management infrastructure (TKMI), social KM infrastructure (SKMI) and competitive advantage provided by KM (CAPKM). The authors argue that KM process capabilities account for the direct effects of TKMI and SKMI on CAPKM.

The study used partial least squares —structural equating modelling (SEM) to empirically test the hypotheses using a sample of 251 firms from an emerging economy. The results were then confirmed using the bias-corrected bootstrap procedure. The study also conducted two robustness checks including examining a competing moderation model and performing fuzzy-set qualitative comparative analysis (fsQCA), a set–theoretic method that examines how causal conditions combine into all possible configurations of binary states to explain the desired outcome.

The findings show that TKMI and SKMI have positive effects on CAPKM. In addition, KM process capabilities mediate the direct effects of TKMI and SKMI on CAPKM.

This paper complements and advances previous research in several ways. Firstly, the paper develops a conceptual model that depicts the interrelationships between TKMI, SKMI, KM process capabilities and CAPKM. Secondly, this paper suggests the critical role of the “action” component (i.e. KM process capabilities) that capitalises on the KM resources in the creation of CAPKM.

This study aims to investigate the impact that knowledge management (KM) capabilities have on school effectiveness in career and technical education (CTE) in Taiwan.

The study adopted a survey research. A total of 439 valid samples were obtained and subsequently verified with structural equation modeling.

The results indicated that KM capabilities consist of two main dimensions, namely, the KM enabler capabilities and the KM process capabilities. The former includes structures, cultures and information technology support, whereas the latter includes acquisitions, storage, sharing and applications. In terms of the relationships among the dimensions of the model structure, the KM enabler capabilities managed to effectively predict the KM process capabilities, and the KM process capabilities managed to effectively predict the perceived school effectiveness.

Based on the results, improvement of the KM enabler capabilities and process capabilities of higher education institutions of CTE is recommended so that their school effectiveness may be improved. Because the participants were not randomly selected, the generalizability of the results should be further examined.

This study encourages practitioners to focus their KM practices on KM enabler capabilities and the KM process capabilities.

The current study provided an insight into and further understanding of the model regarding the relationships among the KM enabler capabilities, the KM process capabilities and the school effectiveness.

Strategic flexibility is largely considered a source of competitive advantage, yet strategic flexibility in relation to organizational resources and knowledge management (KM) process capability is not well studied. To address this gap, this study aims to assesses the relationship of organizational resources (technical and social resources) and strategic flexibility through KM process capability.

This paper is built on the assumptions of the resource-based view and the dynamic capability perspective of firm. Two types of organizational resources – technical and social – were identified from relevant literature. Data were collected from 23 small- and medium-sized firms (family owned firms) using a 37-item questionnaire. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses.

Findings suggest that organizational resources are positively and significantly related with strategic flexibility, and KM process capability partially mediates these relationships.

The paper adds to strategic flexibility literature by exploring and assessing the linkage of organizational resources with strategic flexibility through KM process capability.

Findings of this research may help organizations and practitioners in enhancing strategic flexibility of firm.

This study aims to identify if an integration between knowledge strategy and knowledge management (KM) processes leads to organizational creativity and performance.

Quantitative strategy and cross-sectional survey method were used to collect data. In all, 219 randomly selected respondents from 173 listed companies provided feedback through self-administered questionnaire. Factor analysis and multiple regression techniques were used to test multiple hypotheses.

Results revealed the significant positive impact of system-oriented KM systems strategy on KM process capabilities, creativity and organizational performance. No significant impact has been found of human-oriented KM strategy on different KM processes and organizational performance. However, it interestingly has a significant negative relationship with organizational creativity. KM processes have significant impact on organizational creativity and performance. Organizational creativity has also been identified as having a strong significant impact on organizational performance.

This paper fills the knowledge gap by undertaking a study which has not been conducted before.

The main purpose of this paper is to develop the theoretical links and empirically examine the association between IT and R&D performance, and their study is to answer management's questions: how should IT resources be organized and managed to enhance the process performance?

The approach is consistent with the process perspective to the question of IT business value, but this approach is extend. A basic premise of this paper is that the knowledge management (KM) capability could be a critical mediator between IT capability and process performance.

The results indicate that an organization's KM capability is dependent on IT capabilities, and variation in business process performance is explained by KM capability.

On the one hand, control variables were not included in this study. In fact, firm size might influence process performance. On another hand, the empirical analysis was conducted in the context of one specific process in the manufacturing industry; thus, the generalizability of the results may be limited.

The results indicated that IT managers have to clearly understand the strategic thrust of the organization and institute mechanisms to ensure that IT capabilities are channeled toward the areas important to the organization.

This study contributes to the IT literature by introducing KM capability as a critical mediator between IT capabilities and business process performance, this study improves our understanding of the true business value of IT.

Drawing on the knowledge-based view (KBV), the purpose of the study is to examine the impact of collaborative culture (CC) on frugal innovation (FI). It also advances insight into the pathways for stimulating distinct aspects of innovation capacity by assessing the mediating effects of knowledge management (KM) processes and the moderating role of perceived organizational support (POS).

Based on the data gathered from 430 participants from 80 Pakistani manufacturing and service firms, this study used structural equation modeling to evaluate hypotheses in the established research model.

The findings reveal that CC positively fosters the KM processes and different aspects of FI. The results indicated the positive direct impact of KM processes on frugal functionality (FF) and frugal cost (FC) while insignificant on the frugal ecosystem (FE). This study found partial mediation of KM processes on the relationship among CC, FF and FC, but the KM process does not mediate the relationship between CC and FE. The results also demonstrated that POS moderation enhances the impacts of CC on KM processes and FF while notably weakening the impacts of CC on FC and FE.

To understand the crucial role of knowledge capital in companies’ innovation capability, future research should examine the mediating function of KM capability (knowledge process capability and knowledge infrastructure capability) and moderating role of environmental turbulence in the relationship between CC and different aspects of innovation capability.

This study significantly advances a better understanding of the relationship between CC and specific facets of innovation capacity by emphasizing the importance of driving the KM process and improving POS.

This study has contributed to the theoretical and practical efforts on KBV, emphasizing the critical importance of CC in fostering a conducive environment for KM processes and innovation.