Interrelations between strategic orientation, knowledge management, innovation and performance. Empirical findings from a national survey in Germany

Complementary Effect of Knowledge Management Strategy on Firm Performance: Evidence from Chinese Firms

“…Choi and Lee [43] found that firms doing well in both explicit and tacit orientations would exceed others which emphasize only one orientation in firm performance. Zack [21] argued that different orientations are complementary to each other, and firms executed balanced orientations has the best performance [46,47], consistent with the result of empirical studies [32,35,37,38].…”

Advances in Knowledge Management

“…But what is now really to be done with longitudinal studies if causal relations exist between these factors" DE-06-HE-PRO-23-BM. A first step towards evidence about the positive influence of knowledge-related management on performance has been recently shown by a representative survey of businesses (n ¼ 2933) in Germany (Pawlowsky and Schmid 2012). A more detailed discussion see also (Perez Arrau et al, 2014).…”

“…KM is still among the 25 most popular management tools, but with low satisfaction scores (Rigby and Bilodeau 2011). It was claimed that KM continues to suffer from an image problem arising from its overselling by vendors and consultants in the 1990s (Martin 2008 businesses in Germany (n ¼ 3401) concluded that knowledge-oriented management has a significant influence on performance (Pawlowsky et al 2011;Pawlowsky and Schmid 2012).…”

A model of the relationship between strategic orientation and product innovation under the mediating effect of customer knowledge management

“…They also showed that if a company is able to adopt an efficient market orientation, it will achieve effective market knowledge and it can manage customer knowledge effectively (Lin, Che, & Ting, 2012). Similarly, externally market orientation focused to the customers' needs, accumulation and analysis of information and knowledge close to the market has a positive impact on knowledge management (Pawlowsky & Schmid, 2012). Therefore: H2: Strategic Orientations (Defenders, Prospectors, Analyzers and Reactors) positively influences Customer Knowledge Management.…”

“…In addition, to effectively manage the serious problems, particularly the contagious ones, in a dynamic organization, managers need to be efficiently engaged in strategic orientation. It cannot be performed merely as a simple trade-off between definite types of strategy or a choice for a distinct strategic direction (Pawlowsky & Schmid, 2012). The strategic orientation selected considerably varies the service innovation.…”