Empirical Evidence of Organizational Knowledge From a Typological Perspective and Its Linkages With Performance

Ibidunni, Ayodotun Stephen; Moses, Chinonye; Adegbuyi, O. A.; Oladosun, Muyiwa; Olokundun, Maxwell

doi:10.4018/ijskd.2018100103

Cited by 15 publications

(7 citation statements)

References 40 publications

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“…Within international business relationships, such as with Home-based MSMEs operations and their foreign business associates, knowledge transfer involves both tacit and explicit knowledge exchange ( Cerchione et al., 2015 ; Ibidunni, 2020 ). Explicit knowledge is any form of experience that is codified and can be stored through documentations for future reference while tacit knowledge is the use of intuition to discern issues ( Hajidimitrious et al., 2012 ; Ibidunni et al., 2018a ). Regardless of what type of knowledge is involved with an international business relationship, knowledge transfer is vital to the smooth operations of SMEs.…”

Section: Introductionmentioning

confidence: 99%

Knowledge transfer and innovation performance of small and medium enterprises (SMEs): An informal economy analysis

Ibidunni

Kolawole

Olokundun

et al. 2020

Heliyon

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SME operators in the informal sector of developing economies have a significant influence on their nation's economies through their involvement in international business relationships. However, the existing deficiency in the literature to show empirical relationships between knowledge transfer, from these SMEs and their international business partners, and innovation performance is a significant gap in the strategic management and international business literature. Therefore, this paper explores the link between knowledge transfer and innovation performance of informal economy SMEs that are involved in international business relationships. The study included a survey of 370 owners-managers and managers of small and medium enterprises in Nigeria's informal electronic market. Using Structural Equation Model (AMOS 22) this study shows that knowledge transfer dimensions, such as R&D and social networking, have varying levels of impact on innovation performance of informal sector SMEs. Knowledge transfer from training showed an inverse and insignificant relationship with innovation performance. The study established implications and recommendations that will be useful for theory and practice.

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Section: Introductionmentioning

confidence: 99%

Knowledge transfer and innovation performance of small and medium enterprises (SMEs): An informal economy analysis

Ibidunni

Kolawole

Olokundun

et al. 2020

Heliyon

Self Cite

View full text Add to dashboard Cite

show abstract

“…Both explicit and tacit information sharing are involved in knowledge transfer (Cerchione et al, 2015). Tactic knowledge is the application of intuition to identify problems, whereas explicit knowledge is any type of experience that is documented and may be preserved through documentations for future reference (Ibidunni et al, 2018). Knowledge transfer is essential to the efficient running of SMEs, regardless of the kind of knowledge involved in an international business connection.…”

Section: Knowledge Transferliterature Reviewmentioning

confidence: 99%

“…Organizational learning is transferred or exchanged during knowledge transfer in order to accomplish predefined goals (Hassan et al, 2017). More broadly, it includes staff members' readiness to communicate with others (provide knowledge) and to absorb information from them (gather knowledge) (Ibidunni et al, 2018).…”

Section: Knowledge Transferliterature Reviewmentioning

confidence: 99%

Approaches to Knowledge Transfer Between Innovative Organizations to Increase Competitiveness and Sustainable Development

TÎRNOVANU,

NĂSTASE,

ȘIȘU

et al. 2024

Proceedings of the International Management Conference

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Knowledge must be introduced into every aspect of the manufacturing process and management levels in order to increase the competitiveness of SMEs. This study aims to investigate how knowledge transfer affects a firm's ability to remain competitive. Effective resource flow management is essential for businesses to thrive in a cutthroat business climate. Despite the nature of knowledge being transferred, it is critical to the effective operation of SMEs. The fact that it can give organizations a competitive edge over a range of skills and knowledge lends trust to this assertion, as it can improve the innovative performance of new products made by companies involved in these kinds of knowledge-based collaborations. The purpose of this paper is to shed light on knowledge transfer and innovation in SME activities. By lowering the expense of acquiring the knowledge necessary to become competitive, SMEs can encourage the chance and incentive to exchange expertise during integration into clusters. Higher education institutions may be more proactive in helping SMEs manage environmental challenges by giving them relevant information and knowledge hubs to increase the competitiveness and sustainability of businesses. Moreover, policymakers and investors should prioritize supporting and financing R&D as well as social networking initiatives to enhance innovation among SMEs.

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“…This study adopts this dimension because it reflects the broad categorization of knowledge in the literature (i.e. tacit and explicit knowledge) and its use across organizational work categorizations (individual and group levels) (Nonaka, 1997;Nonaka and Toyama, 2003;Ibidunni et al, 2018b).…”

Section: Operationalizing Organizational Knowledgementioning

confidence: 99%

“…However, a noticeable gap with existing studies is inadequate provision of information with a complimentary view of organizational knowledge. These information sources should reflect the possibility of human and information technology interactions to present a more robust and practical argument of the relationships between organizational knowledge and performance (Fei et al, 2009;Chang and Lin, 2015;Ibidunni et al, 2018b). Hence, this study is focused on examining a typological scaling of knowledge that reflects a complementarity of human and IT organizational knowledge.…”

Section: Introductionmentioning

confidence: 99%

Exploring knowledge dimensions for improving performance in organizations

Ibidunni

2020

JWL

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Purpose The purpose of this study is to investigate the influence of organizational knowledge on organizational performance. Design/methodology/approach A survey of 66 managerial cadre employees of firms in Nigeria’s telecommunications industry made up the population for this study. The research study is descriptive in nature and it adopted a qualitative research design. Data were analysed using thematic analysis. Findings The study revealed that organizational knowledge dimensions such as individual-tacit, individual-explicit, group-tacit and group-explicit knowledge are essential to achieving organizational objectives and higher levels of performance. However, it is obvious that telecommunication firms in Nigeria are still laid back in their efforts to become aware of specific knowledge management strategies, especially with the adoption of specific information technology facilities that could achieve this goal. Originality/value Although organizational knowledge has been argued as a vital means of enhancing organizational competitiveness, most discussions in existing literature have been limited by a technology-based perspective of organizational knowledge. As a result, human cognitive skills have largely been expunged in relation to organizational knowledge discourse. Based on a conceptualization of organizational knowledge from a perspective that combine people and technology, this research proposes four dimensions of organizational knowledge that can be linked to performance.

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Empirical Evidence of Organizational Knowledge From a Typological Perspective and Its Linkages With Performance

Cited by 15 publications

References 40 publications

Knowledge transfer and innovation performance of small and medium enterprises (SMEs): An informal economy analysis

Knowledge transfer and innovation performance of small and medium enterprises (SMEs): An informal economy analysis

Approaches to Knowledge Transfer Between Innovative Organizations to Increase Competitiveness and Sustainable Development

Exploring knowledge dimensions for improving performance in organizations

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