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This study analyzes in-depth how knowledge-intensive small and medium-sized enterprises (SMEs) can achieve higher new product development (NPD) process performance in the epidemic era and examine the internal development mechanism of knowledge-intensive SMEs in the process of continuous digital transformation.

This issue is tested with partial least squares on data collected via a survey conducted from November 2021 to February 2022. The sample comprises 487 knowledge-intensive SMEs operating in China.

The results indicate that one form of cross-functional ambidexterity, market development strategy (MDS), plays an important role in process performance from an inside-out financial perspective and an outside-in customer perspective. Simultaneously, product innovation efficiency (PIE) mediates the relationship between MDS and the above results. Big data analytics capabilities (BDACs) positively regulate the relationship between MDS and PIE.

The authors do not consider other contingency factors. Future research should introduce influential factors such as leadership and competitive intensity to further distinguish the effects of MDS on NPD process performance.

The study findings offer suggestions to help knowledge-intensive SME managers better manage their NPD process by making better use of their limited resources in developing countries such as China.

This study is one of only a few to adopt a process-oriented perspective to specifically examine how one form of cross-functional ambidexterity, MDS, impacts knowledge-intensive SME process performance in the epidemic era. This study also extends the theoretical framework of cross-functional ambidexterity to BDAC research.

The purpose of this paper is to present an overview of the articles presented in the special issue “Entrepreneurial learning dynamics in knowledge-intensive enterprises.” The special issue is inspired by recent research on entrepreneurial learning dynamics in knowledge-intensive enterprises literature. The aim is to extend and consolidate this emerging research area exploring entrepreneurship as a never-ending dynamic learning process, as well as, to cross-fertilize entrepreneurship and organizational learning studies.

The paper is based on a literature and published document review, experiential reflections and argument.

The paper reveals an integrative framework to highlight the breath of entrepreneurial learning research according to different level of analysis: the context where learning happen, the different typologies of entrepreneurial learning processes, the ontological levels at which learning can occur and the different typologies of entrepreneurial learners. Continuous learning processes allow entrepreneurs to develop and grow, as well as, enable knowledge-intensive enterprises to engage in strategic renewal processes.

Although, entrepreneurial learning research so far has focused on applying existing theories in the entrepreneurial context, more research is needed to broaden the perspective and understanding how entrepreneurial learning can help to face key entrepreneurship’s challenges in different context.

The paper presents an holistic approach of current entrepreneurial learning research and encourages researchers to explore how different learning types come into play in different entrepreneurial contexts (start-up initiatives, strategic renewal in incumbent enterprises, ventures development and growth).

The aim of the article is to propose an integrated definition of knowledge-intensive business processes (kiBPs) and a model of business process (BP) knowledge intensity and develop holistic criteria and measures for the assessment of BP knowledge intensity.

A qualitative systematic literature review (SLR) was carried out as a means of evaluating and interpreting all available research relevant to the research topic, in this case, BP knowledge intensity. The SLR is based on the resources of the ProQuest, Springer Nature and ScienceDirect full-text databases. Regarding inclusion criteria, the authors considered peer-reviewed journals and conference proceedings published in English in the last 10 years. The results were summarized and synthesized narratively.

Based on the review, the authors classified existing knowledge intensity definitions, starting with knowledge-intensive economy or country, sectors and services, through knowledge-intensive organizations, BPs, to tasks. Then, an integrated definition of kiBPs was proposed and the business process knowledge intensity model encompassing three domains developed. Finally, 12 knowledge intensity criteria with measures were proposed.

The major value of this research is that it presents a novel approach to understanding BP knowledge intensity and kiBPs. By creating the BP knowledge intensity model, supplemented by the assessment criteria and measures, the authors contribute to the more effective management of kiBP, help find similarities and differences between various knowledge-intensive processes, as well as provide important implications for their effective management and research.

This study aims to assess the following question: “which information processing approach, formalization or centralization, responds to procurement complexity and how does this affect procurement performance in knowledge-intensive procurements?”

This study draws on a survey of 294 Project Managers with recent experience of knowledge-intensive procurement. It uses AMOS version 21 to perform confirmatory factor analysis and structural modeling to assess the hypotheses.

The findings suggest that procurement complexity directly encourages formalization and that formalization has significant, positive effects on procurement performance. Centralization, on the other hand, appears not to respond to procurement complexity and has negligible effects on procurement performance.

Drawing on information processing theory, this study highlights the importance of two information management approaches in knowledge-intensive procurement, and that such procurement situations share similarities with new product development and other innovation-rich, team-based activities. Knowledge-intensive procurement situations, therefore, require different information management practices than other types of procurement.

The findings suggest that procurement complexity directly encourages formalization and that formalization has significant, positive effects on procurement performance. Centralization, on the other hand, appears not to respond to procurement complexity and has negligible effects on procurement performance.

The study is the first to examine information management approaches (formalization and centralization) in knowledge-intensive procurement as responses to project complexity, and as contributors to procurement performance.

In current era, firms are facing difficulties in aligning their capabilities with the hallmarks of the knowledge-intensive economy. Notwithstanding the fact that employees’ creativity ensures competitive advantage through innovation, firms are unable to reap the required level of performance. The purpose of this paper is to investigate the linkage among knowledge processes, employee creativity and firm performance. Moreover, the current quantitative study measures the moderating effect of a knowledge-intensive culture on knowledge processes and employee creativity.

Surveys were conducted in eight services sector organizations operating in southern Punjab, Pakistan, and responses were obtained from 197 employees selected at random. To test the exposition using an empirical data analysis approach, three core hypotheses are drawn, and to test these hypotheses, multiple regression analyses, Preacher and Hayes (2004) mediation analysis and Aguinis (2004) guidelines were applied on 197 responses.

The results explain that knowledge processes have a positive impact on firm performance and employee creativity partially mediates their stated relationship. Moreover, a knowledge-intensive culture has a strengthening effect on the relationship between knowledge processes and employee creativity. In-depth investigation outlines that knowledge acquisition, sharing and application are more influencing processes to enhance firm performance. Furthermore, knowledge conversion and protection do not hold significant relevance with firm performance but are supportive elements for other processes.

In order to have a sustained performance, firms have to initiate steps to promote employees’ creativity by deploying an optimal mix of knowledge processes and flourish a knowledge-intensive culture in routine organizational life. Moreover, knowledge processes are important to promote creative behavior in employees that will lead to incessant innovation and firm performance.

This study gives meaningful thoughts to unexplored areas in the field of knowledge management. First, the indirect effect of knowledge processes on firm performance through employees’ creativity. Second, the importance of knowledge processes to enhance employees’ creativity in the presence of a knowledge-intensive culture. This study gets together the dynamic constructs in the field of knowledge management, such as knowledge-intensive culture and employee creativity, and describes the linkage between knowledge processes and firm performance.

The methods of quality management, business process management and knowledge management have until now been exploited by science and the industry separately. An integration of these disciplines could unlock the potential of a solid structure to measure and gradually improve knowledge transfer processes. This paper aims to address this issue.

A maturity model was developed for SMEs to measure and assess the quality of their business processes. This enabled the companies to determine their existing status and to take the necessary actions for the competence development of their business processes, which should contribute to the attainment of their knowledge management goals.

This paper introduces a maturity model for knowledge‐intensive business processes that enables companies to determine their processes' actual state and take the corresponding actions for their business processes improvement, in which special attention is being given to small and medium‐sized enterprises (SMEs).

The paper proposes an SME‐specified maturity model for knowledge‐intensive business processes. Its assessment procedure is developed based on literature researches and investigation of real processes of two industrial SMEs. This maturity model has advantages over other existing models since it accounts for the needs of SMEs by incorporating the company preference over the measured areas.

The main objective of this paper is to investigate information system (IS) supported coordination in knowledge‐intensive business processes. These are business processes that cannot be pre‐defined as their models evolve during process execution from the accumulated experience. Consequently, these processes require a high level of knowledge‐sharing, collection and reuse among all participants in the process.

The paper offers a critical analysis of the main limitations of workflow technology that is widely considered to be the leading process‐oriented, coordination technology. It illustrates why this technology cannot be used to support coordination in knowledge‐intensive business processes. The paper then identifies a number of requirements for possible IS support.

The main conclusion of this paper is that coordination in knowledge‐intensive processes is, in fact, a knowledge‐intensive process itself, and as such it cannot be fully pre‐defined. Therefore, automation of this process is neither desirable nor possible.

Each IS requirement, proposed in this paper, identifies a number of further research and implementation challenges related to support of knowledge‐intensive business process. They will be of interest to researchers and practitioners both in the fields of business process management as well as knowledge management.

In essence, this paper argues that knowledge‐intensive business processes require fundamentally different coordination support from what is currently available in the area of business process support. This paper shifts the main emphasis from process automation to IS support for situated decision‐making.

In contemporary businesses, the importance of knowledge workers and the knowledge intensive business processes (KIBPs) is ever increasing, yet they seem very hard to control and manage. The purpose of this paper is to grasp the specific characteristics of KIBPs and how they differ from non‐knowledge intensive business processes (non‐KIBP), also to question how organizations are using business process management (BPM) to manage and improve KIBPs. The differences in maturity and effectiveness of both types of processes are also evaluated.

Data for this research were collected through an online survey. The survey was designed based on a previously conducted exploratory study with semi‐structured interviews as well as the literature. The target group was BPM practitioners and the final sample included 98 respondents. Due to non‐normality, the analyses were conducted with non‐parametric tests. The research questions were analysed using Mann‐Whitney U test and Spearman's correlations.

It was found that KIBP and non‐KIBP have clearly different characteristics, such as the level of complexity, repeatability and creativity required. Also it was found that these processes are not managed or improved differently than non‐KIBPs, and suggest that organizations need to take these differences into consideration while managing and improving these processes. Furthermore, the results suggest that applying methodologies that aim to provide operational improvements may not necessarily produce the best results for KIBPs.

The paper answers a call for further development of the body of knowledge on knowledge‐intensive business processes, a rapidly emerging field of interest for BPM practitioners, where a clear gap in literature exists.

This paper presents a design approach for process-based knowledge management (PKM) systems that can support knowledge-intensive processes where effective task execution is highly reliant on the knowledge and expertise of participants executing the tasks. The proposed design approach includes design methods and kernel theories governing the design of PKM systems and can also be easily integrated with existing systems analysis and design techniques.

The design science research methodology is used to design and develop the artifact which includes the overall PKM design approach. Information systems design theory is used as a high-level framework to develop and structure the design approach. Relevant design methods and behavioral theories are reviewed to identify kernel theories that guide the design and development of PKM systems. The design approach consists of meta-requirements for PKM systems and design processes to achieve the meta-requirements. A feasibility study is conducted to evaluate the feasibility of the proposed approach.

The design approach presented in this paper can guide system analysts and system developers in the design of knowledge management systems for supporting knowledge-intensive processes. The paper also includes a comprehensive design theory for PKM systems consisting of meta-requirements and a synthesis of various kernel theories into actionable design procedures. The proposed procedures include knowledge requirements modeling, knowledge flows modeling and knowledge and process performance modeling procedures. The feasibility study indicates that the PKM approach can be more useful and effective than solely using unified modeling language (UML)-based systems analysis and design techniques for the design of PKM systems.

An implication to information systems design research is the feasibility of developing a specialized design approach that incorporates significant domain knowledge to solve complex information system design problems. An implication to practice is the significant potential to improve productivity and effectiveness of systems analysts and designers in developing PKM systems. A limitation is the small sample size of the feasibility study used to evaluate the ease of use and utility of the design approach.

The study makes a unique contribution by proposing a design approach that integrates business process and knowledge management considerations. The approach is particularly valuable because of the focus on integration with existing systems analysis and design techniques, thus allowing for easier adoption.

The aim of this paper is to develop, test and improve a method that draws upon business process improvement literature and combines it with knowledge management approaches for modeling and analyzing knowledge‐intensive business processes.

Analyzing and integrating previous meta models served in knowledge oriented business process researches, a preliminary meta model was developed for modeling knowledge‐intensive business processes. Then an initial version of Proper Arrangement of Knowledge Management Processes (PAKMP) framework was developed according to the knowledge management processes approaches. Third round of interviews with process 137 members were conducted in order to test applicability and completeness of both preliminary meta model and initial version of PAKMP framework in order to improve them. In addition, a five‐steps analysis method achieved through case study which is based on the application of both final Meta model and PAKMP framework. In fact this five‐steps method was applied in Tehran's Municipality which redounded to improve preliminary meta model and initial version of PAKMP framework and endorsed the applicability of the proposed method in real world.

This paper has a contribution in enriching the literature related to integrating KM efforts and BPM efforts by presenting a five‐steps analysis method and testing it in a real case. This method considers both KM and business process management points of view.

The general applicability of the method due to the weak generalization of the single case study is a limitation.

This paper combines the advantages of the business process improvement and knowledge management approaches and suggests a practical method for modeling and analyzing the knowledge management status in knowledge‐intensive business processes. After analysis, managers should put emphasis on improving the arrangement of KM processes for critical knowledge objects which led to improve the performance of knowledge‐intensive business process trough removing KM problems. The paper concludes by suggesting some topics for future research.