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1 – 10 of over 26000Mohammad Shahin, Chin Wei Chong and Adedapo O. Ojo
Studies have demonstrated the role of human resource management (HRM) practices and knowledge management processes (KMPs) in innovative performance. However, there is limited…
Abstract
Purpose
Studies have demonstrated the role of human resource management (HRM) practices and knowledge management processes (KMPs) in innovative performance. However, there is limited focus on the role of HRM practices in facilitating KMPs in organizations, most especially in small and medium enterprises (SMEs) that are constrained by lack of adequate resources, making them dependent on external sources of knowledge. In addressing this gap, this study aims to investigate the link between knowledge-based HRM practices and open innovation (OI) activities through KMPs in Jordanian SMEs.
Design/methodology/approach
Following the survey method, 500 manufacturing SMEs in Jordan were randomly selected as participants, with a total of 335 responses collated. The structural equation modeling technique, based on AMOS, was used in analyzing the collected data.
Findings
The findings revealed a significant positive relationship between knowledge-based HRM practices and OI. In addition, KMPs was determined to be a significant mediator of the relationship between knowledge -based HRM practices and OI.
Originality/value
The study contributes to the literature by emphasizing the organizational elements that boost OI in SMEs. The findings hold significant implications for enhancing the performance of innovativeness, competitiveness and the socioeconomic advancement in the SMEs sector.
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Jianyu Zhao, Shengliang Li, Xi Xi and Caiyan Gong
Because the discontinuous and uncertain characteristics of knowledge-based innovation cannot be reasonably interpreted by conventional management approaches, quantum mechanics…
Abstract
Purpose
Because the discontinuous and uncertain characteristics of knowledge-based innovation cannot be reasonably interpreted by conventional management approaches, quantum mechanics which begins with uncertainty and concerns with a dynamic process of the complex system, has been exploratorily used in the management field. Although the theoretical new insights are provided by pioneering studies, quantitative research is in short supply. This paper aims to propose a quantum mechanics-based framework for quantitative research, thus extending the application of quantum mechanics in the knowledge management area from a dynamic system evolutionary standpoint.
Design/methodology/approach
Based on the similarity comparison between knowledge-based system evolution and atomic motion, the authors construct the atom-like structure of the knowledge-based system and elaborate the evolutionary mechanism of the knowledge-based system, thereby establishing the quantitative model. Apple and Zhongxing Telecom Equipment were selected for an empirical study to demonstrate the usefulness of the models for research on knowledge-based innovation and explore the unique knowledge-based innovation characteristics of the two firms.
Findings
First, the transition force of dynamic knowledge shows an inverted U shape; accumulating dynamic knowledge to a moderate degree not only facilitates transforming dynamic knowledge into static knowledge but also balances the relationship between the influence of knowledge force range and dynamic knowledge transformation. Second, existing knowledge is gradually substituted by new knowledge and knowledge density at a high knowledge energy level distinctly increases with a narrower bandwidth. Third, the investment loss is associated with resource configuration, resource utilization and the amount of accumulative dynamic knowledge before investment. Knowledge loss is negatively correlated with the knowledge compatibility coefficient.
Research limitations/implications
The authors use the advanced method in quantum mechanics to legitimately unveil the emergence mechanism of knowledge-based innovation. Meanwhile, the authors capture the non-linear transformation relationship of heterogeneous knowledge and expose the change in ways of both investment loss and knowledge loss that cannot be quantified by conventional models. In doing so, the authors not only reveal the principle of qualitative knowledge change but also offer practical implications for developing flexible and targeted innovation strategies.
Originality/value
First, by proposing a complete quantum mechanics-based framework, the authors not only supplement the quantitative research contents to knowledge-based innovation literature which proposed calls to conduct research in way of quantum mechanics but also overcome the difficulties of knowledge-based system conceptualization and measurement. Second, the authors reveal the uncertain change of knowledge transformation and measure the loss of investment and knowledge, which contribute to identifying defects of firms in knowledge-based innovation. Third, the authors explore the internal mechanism that led to knowledge-based innovation exhibits non-linear characteristics and capture unique dynamic relationships between different variables which affect the emergence of knowledge-based innovation.
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While previous research has demonstrated the positive effects of digital business strategies on operational efficiency, financial performance and value creation, little is known…
Abstract
Purpose
While previous research has demonstrated the positive effects of digital business strategies on operational efficiency, financial performance and value creation, little is known about how such strategies influence innovation performance. To address the gap, this paper aims to investigate the impact of a firm’s digital business strategy on its innovation performance.
Design/methodology/approach
Drawing on the dynamic capability view, this study examines the mechanism through which a digital business strategy affects innovation performance. Data were collected from 215 firms in China and analyzed using multiple regression and structural equation modeling.
Findings
The empirical analysis reveals that a firm’s digital business strategy has positive impacts on both product and process innovation performance. These impacts are partially mediated by knowledge-based dynamic capability. Additionally, a firm’s digital business strategy interacts positively with its entrepreneurial orientation in facilitating knowledge-based dynamic capability. Moreover, market turbulence enhances the strength of this interaction effect. Therefore, entrepreneurial-oriented firms operating in turbulent markets can benefit more from digital business strategies to enhance their knowledge-based dynamic capabilities and consequently improve their innovation performance.
Originality/value
This study contributes to the understanding of how a firm’s digital business strategy interacts with entrepreneurial orientation in turbulent markets to shape knowledge-based dynamic capability, which in turn enhances the firm’s innovation performance.
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Phong Ba Le and Than Thanh Son
The purpose of this paper is to investigate the mediating roles of tacit and explicit knowledge sharing (KS) in linking the relationship between knowledge-based HRM practices and…
Abstract
Purpose
The purpose of this paper is to investigate the mediating roles of tacit and explicit knowledge sharing (KS) in linking the relationship between knowledge-based HRM practices and innovation competence of firms. This study also explores the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation competence namely radical innovation and incremental innovation.
Design/methodology/approach
The paper applied the quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 293 participants in 115 firms.
Findings
The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and aspects of innovation competence. It highlights the important role of market turbulence in stimulating the influence of KS behaviors on innovation capabilities.
Research limitations/implications
Future research should investigate the impact of knowledge-based HRM practices on innovation capability via the mediating effects of knowledge management processes to bring better understanding of the importance of knowledge resources in organizations.
Originality/value
The paper significantly contributes to increasing knowledge and insights into the antecedent role of knowledge-based HRM practices, the mediating role of KS behaviors as well as the moderating role of market turbulence in fostering radical and incremental innovation, thereby advancing the body of comprehension of knowledge-based resources and innovation theory.
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Higher education institutions, particularly in developing countries, are striving for superior innovation performance to cope with the challenges of contemporary educational…
Abstract
Purpose
Higher education institutions, particularly in developing countries, are striving for superior innovation performance to cope with the challenges of contemporary educational environment. Drawing on the knowledge management capability model and knowledge-based view of firms, this study aims to determine the impact of knowledge management enablers, namely, top management knowledge value, knowledge-oriented culture and knowledge-based rewards, on innovation speed and quality and assessing the mediating role of knowledge sharing process.
Design/methodology/approach
Data are collected from 234 academics of higher education institutions in Pakistan and analyzed through the partial least squares structural equation modeling technique.
Findings
The results indicate that top management knowledge value and knowledge-based rewards have a positive effect on innovation speed and quality. Although knowledge-oriented culture also contributes to innovation quality, it does not influence the innovation speed. Moreover, the knowledge sharing process mediates the effect of all these knowledge management enablers on innovation speed and quality.
Practical implications
This study underscores the importance of three key knowledge management enablers in higher education institutions. The findings of this study suggest that signaling knowledge value from the top management, fostering knowledge-oriented culture and enacting a knowledge-based reward system are critical in facilitating knowledge sharing process and enhancing innovation speed and quality in higher education institutions.
Originality/value
This is among one of the earlier studies that investigates the influence of top management knowledge value, knowledge-oriented culture and knowledge-based rewards on innovation speed and quality, particularly in higher education institutions, and determines the mediating role of the knowledge sharing process.
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Suli Zheng, Wei Zhang and Jian Du
The purpose of this paper is to clarify the concept of dynamic capabilities from the knowledge‐based perspective and investigate the mechanisms of dynamic capabilities on…
Abstract
Purpose
The purpose of this paper is to clarify the concept of dynamic capabilities from the knowledge‐based perspective and investigate the mechanisms of dynamic capabilities on innovation performance in networked environments.
Design/methodology/approach
This paper designed a seven‐point Likert questionnaire measuring the dynamic capabilities, innovation performance and network embeddedness and a sample of 218 Chinese manufacturing firms were surveyed. Structural equation modeling method was used to statistically test the theoretical hypothesis.
Findings
Significant relationships were found between dynamic capabilities and innovation performance and knowledge combination capability played a mediating role in this relationship. For the links between network embeddedness and dynamic capabilities, knowledge acquisition capability was affected mainly by relational embeddedness and the diversity of network and joint problem solving contributed much to knowledge combination capability.
Research limitations/implications
This paper deepened the understanding on dynamic capabilities and the mechanism between network embeddedness, knowledge‐based dynamic capabilities and innovation performance. In the future, the construct of knowledge‐based dynamic capabilities calls for more examination and verification.
Originality/value
Drawing on the literature of dynamic capabilities framework, knowledge‐based view and the network model, this study extends the literature of dynamic capabilities and its link with innovation performance in networked environments. Using survey data and structural equation modeling, this study offers rich evidence on the contribution of dynamic capabilities on innovation performance and the antecedents of dynamic capabilities.
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Lien Thi Nguyen and Phong Ba Le
Given the important of knowledge resource and human capital for improving innovation competence, the purpose of this study is to examine the influence of knowledge-based HRM…
Abstract
Purpose
Given the important of knowledge resource and human capital for improving innovation competence, the purpose of this study is to examine the influence of knowledge-based HRM practices on product and process innovation of firms via the mediating role of knowledge management capability and moderating role of innovative culture.
Design/methodology/approach
The paper used structural equation modeling and empirical data collected from 271 participants in 156 manufacturing and service firms to examine the level of how knowledge-based HRM practices and knowledge management affect product and process innovation under the moderating role of innovative culture.
Findings
The research findings confirm the mediating roles of knowledge management between knowledge-based HRM practices and two specific types of innovation namely product and process innovation. It also firstly reveals the positive moderating role of innovative culture in enhancing the effects of knowledge management on product innovation. The results underline the necessity of building an innovative climate and knowledge-based HRM practices to stimulate knowledge management for improving innovation capability of firms in the developing and emerging markets.
Research limitations/implications
The paper helps bring deeper insights to leaders and practitioners about the new knowledge-based approach that enhances innovation competence for organizations.
Originality/value
The paper significantly contributed to theoretical and practical initiatives on theory of HRM practices and knowledge management by showing different moderating and mediating mechanism thereby firms can follow to enhance innovation capability of firms in developing and emerging markets.
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Eric Quintane, R. Mitch Casselman, B. Sebastian Reiche and Petra A. Nylund
The purpose of this paper is to provide clarity to the concept of innovation and its various definitions.
Abstract
Purpose
The purpose of this paper is to provide clarity to the concept of innovation and its various definitions.
Design/methodology/approach
The article reviews the innovation literature and proposes that innovation has been conceptualized either from a process or from an outcome perspective. Also, the authors show that there is a substantive difference between innovation seen in the traditional innovation literature and innovation as conceived in the knowledge management literature.
Findings
The paper proposes a general framework to categorize the existing views of innovation and show that innovation as an outcome has not been clearly defined from a knowledge perspective. To address this gap, the authors develop a new definition of an innovation outcome based on knowledge elements.
Research limitations/implications
The research lays the groundwork for more comprehensive methods of measuring innovation and innovativeness, which is particularly useful for the study of service innovation.
Practical implications
The framework and definition expand the ability of managers to measure and understand the key factors of innovation.
Originality/value
The research contributes to the literature by developing a comprehensive knowledge‐based, outcome‐oriented definition of innovation.
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Ade Irma Susanty, Yuyu Yuningsih and Grisna Anggadwita
This paper aims to concentrate on the conscious and systematic managerial activities associated with handling knowledge in an organization [i.e. knowledge management (KM…
Abstract
Purpose
This paper aims to concentrate on the conscious and systematic managerial activities associated with handling knowledge in an organization [i.e. knowledge management (KM) practices] for the purpose of improving innovation performance through proactive management of knowledge assets. This study explores the impact of KM practices on innovation performance in the research and training center of government apparatus.
Design/methodology/approach
This research provides empirical evidence on how various KM practices influence innovation performance. The results are based on the survey data collected in four areas of research and training centers of government apparatuses in Indonesia. Partial least squares are used to test the hypothesized relationships between KM practices and innovation performance.
Findings
The study found that IT practices and work organizations are positively and significantly related to innovation performance. This means that better implementation of information and technology will push innovation performance. The study also points out that knowledge-based compensation practice is one of the KM practice variables which is negatively and significantly related to innovation performance. This result shows that innovation performance will decrease by compensating knowledge improvement.
Practical implications
This study implies that in developing innovation performance, the research and training center should not focus on providing compensation, as it will only increase the costs rather than the innovation performance itself.
Originality/value
This study adds a knowledge-based view of government agencies by demonstrating the significance of KM for innovation performance. This study is also valuable from a managerial perspective, as it highlights the most effective KM practice to improve organizational innovation performance.
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Behrooz Ghlichlee and Amirhossein Goodarzi
The paper investigates the effects of strategic human resource practices on intellectual capital and new product development performance in knowledge-based firms.
Abstract
Purpose
The paper investigates the effects of strategic human resource practices on intellectual capital and new product development performance in knowledge-based firms.
Design/methodology/approach
A quantitative approach was adopted to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 120 managers in 60 knowledge-based firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the proposed hypotheses.
Findings
In the studied firms, strategic human resource practices have a positive and significant effect on intellectual capital. Moreover, the findings of this study indicate that those firms that use their intellectual capital have a higher new product development performance.
Research limitations/implications
The study focuses on knowledge-based firms in Iran, which limits the generalizability of the research results. Therefore, future studies should be carried out with samples from other settings and countries. Moreover, as the study was cross-sectional, the causal relationships could not be inferred directly.
Practical implications
With regard to key areas of improvement identified in this study, knowledge-based firms should focus on increasing new product development performance by improving employees' training, involving them in their job-related decision-making process, empowering employees to innovate, developing intellectual capital and monitoring the customer's satisfaction level of new products.
Originality/value
The study extends the intellectual capital literature by linking strategic human resource practices to new product development performance in knowledge-based firms via intellectual capital as a mediator.
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