Exploring the mediating role of innovation in the effect of the knowledge management process on performance

Durmuş-Özdemir, Eren; Abdukhoshimov, Khamroz

doi:10.1080/09537325.2017.1348495

Cited by 30 publications

(29 citation statements)

References 70 publications

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“…According to our findings, knowledge management processes affect innovation, improving overall organizational performance, which agrees with the conclusions of Durmuş-Özdemir and Abdukhoshimov [101]. Sharing information and innovating go hand in hand and help organizations to keep up with the market [102].…”

Section: Discussionsupporting

confidence: 90%

Sustainable Orientation of Management Capability and Innovative Performance: The Mediating Effect of Knowledge Management

et al. 2020

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The literature suggests that innovation allows organizations to reach a desirable level of sustainability. There is evidence to support the role of knowledge management (KM) as well as management capability (MC) in producing a sustainable approach at organizations. Furthermore, organizations commonly achieve sustainable practices through corporate social responsibility (CSR). In particular, the health sector is increasingly implementing CSR strategies, although with a narrow understanding of the factors to success. Hence, trends lead to asymmetric growth between organizations. This study aims to examine the mediating role of KM in the relationship between MC and innovative performance (IP) in 331 Health Provider Institutions (HPIs). The research reflective model was assessed through Partial Least Squares Structural Equation Modeling (PLS-SEM). According to the results, MC has a positive effect on IP, MC has a positive effect on KM, and KM has a positive effect on IP. Likewise, KM significantly mediates the relationship between MC and IP. Our findings support the importance of KM in addressing MCs in HPIs as it enables innovative practices to address CSR goals to achieve a sustainable impact. Moreover, this study contributes by expanding KM to contexts that are not usually studied, such as health in a South American country.

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Section: Discussionsupporting

confidence: 90%

Sustainable Orientation of Management Capability and Innovative Performance: The Mediating Effect of Knowledge Management

et al. 2020

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“…We diverge from these studies by focussing on the influence of KMPs on organizational performance because it is considered as the more global measure of an organization’s success and achievements (Yeung et al , 2003; Migdadi et al , 2017). Furthermore, we examine this influence in the particular context of privately owned firms because research into the effects of KMPs on the organizational performance of privately-owned organizations is limited (Ali et al , 2010; Daud and Yusoff, 2011; Mills and Smith, 2011; Jayasingam et al , 2013; Ahmed et al , 2015; Tubigi and Alshawi, 2015; Migdadi et al , 2017; Durmuş-Özdemir and Abdukhoshimov, 2018; Dzenopoljac et al , 2018) and has reported inconsistent findings. For instance, while some scholars have found a positive association between knowledge creation (Tubigi and Alshawi, 2015; Migdadi et al , 2017), knowledge acquisition (Ali et al , 2010; Daud and Yusoff, 2011; Mills and Smith, 2011; Ahmed et al , 2015; Tubigi and Alshawi, 2015), KS (Ali et al , 2010; Dzenopoljac et al , 2018), KA (Daud and Yusoff, 2011; Mills and Smith, 2011; Ahmed et al , 2015) and KT (Tubigi and Alshawi, 2015; Dzenopoljac et al , 2018) and firm performance, others have found no significant association between external knowledge acquisition (Migdadi et al , 2017), KS (Migdadi et al , 2017), KT (Durmuş-Özdemir and Abdukhoshimov, 2018) and firm performance.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Firsly, it analyzes the complexity of the KMP – performance link in SMEs by decomposing KMP into its principal types or dimensions, thus responding to calls for further research on the consequences of different KMPs (Durst and Edvardsson, 2012; Cerchione et al , 2016; Massaro et al , 2016). Secondly, this work meets the demand for a more in-depth examination of the mechanisms through which different types of KMPs influence performance (Cerchione et al , 2016; Migdadi et al , 2017¸ Durmuş-Özdemir and Abdukhoshimov, 2018). Specifically, it provides pioneering empirical evidence that OL mediates the relationships between some types of KMPs and organizational performance, thereby complementing and expanding upon papers by Ngah et al (2016) and Rehman et al (2015).…”

Section: Introductionmentioning

confidence: 98%

“…Companies, therefore, use a set of knowledge management processes (KMPs), defined as the dynamic activities and practises developed by an organization to process and manipulate its knowledge resources with the aim to produce valuable knowledge (Pinho et al , 2012). Research exploring the impact of different KMPs on the organizational performance of privately-owned companies is very limited (Ali et al , 2010; Daud and Yusoff, 2011; Mills and Smith, 2011; Jayasingam et al , 2013; Ahmed et al , 2015; Tubigi and Alshawi, 2015; Migdadi et al , 2017; Durmuş-Özdemir and Abdukhoshimov, 2018; Dzenopoljac et al , 2018) and has produced inconsistent results. Most of these works have focussed on countries that are initiating or at the midpoint of the process of becoming a knowledge economy according to the knowledge economy index developed by the World Bank (Chen and Dahlman, 2006).…”

Section: Introductionmentioning

confidence: 99%

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Knowledge management processes and organizational performance: the mediating role of organizational learning

Obeso¹,

Hernández-Linares²,

López-Fernández³

et al. 2020

JKM

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Purpose The purpose of this paper is twofold. First, it aims to analyze the individual influence of different knowledge management practises (KMP) on firm performance. Second, it aims to analyze the mediating role of organizational learning (OL) between each KMP and performance. Design/methodology/approach A telephone-survey was applied in 2018 to the managers of 400 Spanish firms. The data retrieved was analyzed by using multiple regression analysis. Findings Knowledge generation (KG) and knowledge flow (KF) promote firm performance, while there is not a direct association between knowledge storage and performance. OL mediates the relationship between KG and performance, as well as between KF and performance. Research limitations/implications First, this research confirms that not all the KMP have a direct effect on firm performance, thus, future research would need to differentiate between different KMP. Second, this paper is pioneering in providing empirical evidence that OL mediates the KMP – performance relationship. Third, the empirical study was performed in a context non-researched yet by the literature considering KMP individually: Spain. Practical implications First, besides the results managers should focus their efforts in practises related to KG and application. Second, OL mediating suggests that managers should invest in managerial commitment to promote a shared culture, shared vision, open-mind to new ideas and a lot of dialogue. Originality/value This is the first study that investigates how KMP contribute to firm performance by incorporating the mediating impact of OL. The results will help organizations to identify the KMP improving the performance.

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“…Fourth, the technical mechanism positively affects knowledge application capability, which, in turn, has a positive impact on the innovation performance of enterprises. As a dynamic capability, knowledge management ability helps enterprises to continuously update specific resources and enhance certain capabilities, indirectly affecting their innovation performance by influencing their strategic configuration [67]. The companies' knowledge management capabilities affect their problem-solving mechanism and speed of resolution [68].…”

Section: Resultsmentioning

confidence: 99%

Impact of Open Innovation Communities on Enterprise Innovation Performance: A System Dynamics Perspective

Gong

2019

Sustainability

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Open innovation communities (OICs) can help enterprises make full use of external knowledge resources from users, but problems such as low user participation and low conversion rate of creative ideas impact the efficiency of OICs. Most studies on this topic employ qualitative or empirical methods from a static perspective, but ignore the effect of interaction between enterprises and users as well as the cumulative effect of time. A discussion on the dynamic evolution process of open innovation is lacking. Based on a review of the literature on OICs, innovation performance, and system dynamics, this study proposes a conceptual model of innovation performance impact, which comprises the knowledge management, governance mechanism, and user behavior subsystems. Xiaomi’s OIC in China was selected as the research object, and relevant data were collected through a web spider. According to the system dynamics modeling method, a causal relationship analysis was carried out on the three aforementioned interrelated subsystems. Then, a stock flow chart with 32 variables was constructed to determine the initial values and calculation equations for each variable. Finally, the model was constructed and verified using Vensim PLE software. The simulation results were as follows. (1) The number of product releases in the Xiaomi OIC was positively correlated with the number of posts, comments, and views. Compared with user interaction behavior (i.e., commenting and viewing), the impact of user innovation behavior (i.e., posting) on enterprise innovation performance (i.e., number of patents) is clearer. Specifically, regarding interaction behavior, the impact of the users’ commenting behavior on innovation performance (i.e., number of product releases) was relatively clearer than that of their viewing behavior. (2) Governance mechanism (i.e., R&D investment and management expense), which comprises technical and organizational mechanisms, positively affected the innovation performance of enterprises. Compared with the organizational mechanism (i.e., management expense), the impact of the technical mechanism (i.e., R&D investment) on the innovation performance was clearer. (3) Governance mechanism helped to increase the number of users in the OIC, and, in turn, affected the user innovation and interaction behavior. (4) The technical mechanism positively affected knowledge application capability, which, in turn, had a positive impact on the innovation performance of enterprises. Based on these findings, management strategies are proposed for the establishment and development of OICs.

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Exploring the mediating role of innovation in the effect of the knowledge management process on performance

Cited by 30 publications

References 70 publications

Sustainable Orientation of Management Capability and Innovative Performance: The Mediating Effect of Knowledge Management

Sustainable Orientation of Management Capability and Innovative Performance: The Mediating Effect of Knowledge Management

Knowledge management processes and organizational performance: the mediating role of organizational learning

Impact of Open Innovation Communities on Enterprise Innovation Performance: A System Dynamics Perspective

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