Knowledge Management Process and Organizational Performance in SMEs

Supyuenyong, Varintorn; Swierczek, Fredric William

doi:10.4018/978-1-4666-2485-6.ch005

Cited by 4 publications

(5 citation statements)

References 73 publications

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“…For example, Baker and Sinkula (1999) find that market orientation (including information generation, dissemination and responsiveness) has no direct effect but an indirect effect on organizational performance through product innovation. Supyuenyong and Swierczek (2011) find no significant positive correlation between knowledge application and organizational process performance. They also find that knowledge diffusion has no significant positive effect on people, product and organizational performance (Supyuenyong and Swierczek, 2011).…”

Section: Knowledge Management and Performancementioning

confidence: 60%

“…Supyuenyong and Swierczek (2011) find no significant positive correlation between knowledge application and organizational process performance. They also find that knowledge diffusion has no significant positive effect on people, product and organizational performance (Supyuenyong and Swierczek, 2011). In addition, some studies find that there is an inverted U-shaped relationship between KM and performance.…”

Section: Knowledge Management and Performancementioning

confidence: 60%

“…Rapid innovation also relies on knowledge dissemination and interaction inside and outside the firm. Knowledge dissemination is defined as the practices of knowledge coding, knowledge transferring, and knowledge exchanging within a firm (Supyuenyong and Swierczek, 2011) that is periodical, free, and facilitative of prompt cross-functional communication concerning technology developments at all levels of the organization (Bij et al, 2003;Song et al, 2007).…”

Section: Knowledge Management and Innovation Speedmentioning

confidence: 99%

“…Second, although the importance of KM and innovation speed to performance has been acknowledged, the results of previous studies have been mixed. For the KM-performance relationship, researchers have reported positive correlations (Sinkula et al, 1997;Gupta and Mcdaniel, 2002;Bakar, 2016), negative correlations (Mills and Smith, 2011) and even no significant relationship at all (Supyuenyong and Swierczek, 2011). For the innovation speed-performance link, Shan et al (2016) and Zhang et al (2019) reported a positive relationship, whereas Langerak and Hultink (2006) found an inverted U-shaped relationship.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Does knowledge management enhance or impede innovation speed?

Zhang

Song

2020

JKM

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Purpose The purpose of this study is to develop a theoretical model for examining how innovation speed mediates the relationship between knowledge management (KM) and performance and empirically tests the proposed model using data collected in the USA and China over three years. Design/methodology/approach To avoid common method bias and increase ability to draw causal effects of KM on performance, data were collected over three years. KM data were collected by survey; innovation speed data were collected in the following year; and sales growth and gross margin data were collected over the next three years. After merging the three data sets, the final empirical data used for this study contained data from 354 USA and 647 Chinese firms. Multiple regression analyses were used to test the research hypotheses. Sobel mediation tests were performed to test the mediating effects of innovation speed on the relationship between KM and performance. Findings Innovation speed has a U-shaped relationship with performance in both US and Chinese firms. Knowledge generation has an inverted U-shaped relationship with innovation speed in both US and Chinese firms. Knowledge dissemination increases innovation speed in US firms but not in Chinese firms. While knowledge application increases innovation speed in the US firms, it decreases innovation speed in Chinese firms. Originality/value This study is among the first to propose and empirically test the KM-innovation speed-performance relationship. This paper advances the KM literature by demonstrating that there is an inverted U-shaped relationship between knowledge generation and innovation speed and that there is a U-shaped relationship between innovation speed and performance. In addition, this study contributed to the cross-national study of KM.

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Section: Knowledge Management and Performancementioning

confidence: 60%

Section: Knowledge Management and Performancementioning

confidence: 60%

Section: Knowledge Management and Innovation Speedmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Does knowledge management enhance or impede innovation speed?

Zhang

Song

2020

JKM

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“…The use of knowledge developed by individuals depends on a model of KM. This process is characterized by three main stages, according to Argote et al (2003), Durst and Edvardsson (2012), Liao et al (2011), Supyuenyong and Swierczek (2011) and Zheng et al (2010):…”

Section: Km Process and Organizational Structure For Kmmentioning

confidence: 99%

Managing knowledge in a service provider: a network structure-based model

Gonzalez

Martins

Toledo

2014

Journal of Knowledge Management

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Purpose – The purpose of this paper is to analyze aspects of a network structure that promotes the practice of the knowledge management (KM) process in a service organization. The idea that knowledge is the main organizational resource has established itself in recent years, and knowledge has become more valuable in service organizations. Managing knowledge is therefore a central activity for organizations, and organizational structure must assist in this process. Design/methodology/approach – The research strategy used is the simple case study, applied in a large multinational company in its unit established in Brazil. Findings – The paper points out that the network structure has more flexible characteristics regarding formalization, centralization and integration. In the case study, this structure encourages the flow of knowledge through the interaction between individuals, and also across sectors of the organization, with the aid of a department coordinating the KM process, responsible for the storage and distribution of the best practices for future use in sites of service. Research limitations/implications – The first point that should be highlighted is that the organization selected for the study is highly advanced in terms of KM, producing excessively positive results. Another negative aspect is related to the single case methodology. It does not allow extrapolation of the results to a larger population. Practical implications – Within the context of industrial services highlights the service provider sites. The sites correspond to the service provider company frontline. In the sites occur the process of providing service, contact with the customer, improvement activities and, essentially, where knowledge is put in practice. To facilitate the storage and distribution of knowledge, the network structure presents a sector called Center of Excellence. The Center of Excellence aims to centralize the repository of knowledge, enabling the transfer of knowledge between different sites. Originality/value – The main contribution is aimed at describing the characteristics of a network structure that stimulates the KM process in a service organization. This network of sites facilitates the flow of knowledge and the creative process.

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Knowledge Management Process-Oriented Strategy for Healthcare Organizations

Bahar

Bahri

2020

Data Analytics in Medicine

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This article explores Knowledge Management (KM) practices among doctors and nurses in Malaysia. A total of 59 interviews were conducted with doctors and nurses from two hospitals. The data analysis employed in vivo coding and process coding techniques. The findings suggest a process-oriented strategy for managing knowledge among doctors and nurses in a clinical work environment. The development of this strategy can help the healthcare workers and management to evaluate and further improve their current KM practices. Additionally, this article adds another KM strategy to the literature that is tailored to supporting healthcare organization. Future studies may want to replicate the proposed strategy in different settings such as other clinical or non-clinical departments within the hospital, other public or teaching hospitals or private hospitals.

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Knowledge Management Process and Organizational Performance in SMEs

Cited by 4 publications

References 73 publications

Does knowledge management enhance or impede innovation speed?

Does knowledge management enhance or impede innovation speed?

Managing knowledge in a service provider: a network structure-based model

Knowledge Management Process-Oriented Strategy for Healthcare Organizations

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