Knowledge Management Processes and Service Innovation: Key Insights from Saudi International Airports

Abstract

This study aims to examine the influence of knowledge management processes and organizational creativity on service innovation for international airports in Saudi Arabia. A questionnaire was used to collect data from a convenient sample of 315 respondents. The results extend the “spiral” knowledge assumption to include knowledge sharing and application processes. The study finds that knowledge creation has a significant positive impact on knowledge sharing, which in turn influences knowledge application. Moreover, knowledge management processes have a significant positive impact on organizational creativity, whereas organizational creativity does not have any impact on service innovation.

The influence of transformational and learning through R&D capabilities on the competitive advantage of firms

“…Collaboration on R&D projects with companies that use related technologies may limit the prospects for knowledge exchange (Ardito, Messeni Petruzzelli, Pascucci, & Peruffo, 2019). To equip employees with R&D skills and transformative capabilities, firms need to utilize a knowledge management system to configure and reconfigure their operations and processes to respond to risks and turn them into opportunities (Almahamid, 2018). Organization managers should plan for post-review processes to learn from successes and failures in R&D projects to be recorded and documented for future R&D initiatives.…”

“…To equip employees with R&D skills and transformative capabilities, firms need to utilize a knowledge management system to configure and reconfigure their operations and processes to respond to risks and turn them into opportunities (Almahamid, 2018).…”

“…Collaboration in R&D with other partners and stakeholders is crucial for knowledge exchange and creation. A recent empirical study found that knowledge creation has a significant positive influence on knowledge sharing, which, in turn, affects knowledge application (Almahamid, Al-Jayyousi, Alalawi, & AlQarny, 2021). Collaboration may occur through universities, research centers, outsourced partners and joint ventures.…”

<strong> </strong><strong> </strong>Is Workforce Agility a Good Coping Strategy to Deal with the COVID-19 Crisis: A Theoretical Perspective

“…It enables organizations to respond, mitigate, and confine the crisis uncertainty (Roseline & Monday, 2020). Workforce agility is a crucial factor to achieve organizational agility (Almahamid, 2018). In other words, activating workforce agility is conducive to organizational agility.…”

“…There has been no deliberate attempt in the literature to unify, integrate, and combine these models into one comprehensive and applicable model that can be used in practice. Prior studies focused on some organizational practices that enhance workforce agility such as work organization (Sherehiy et al, 2007); work structure and organizational learning(Alavi, Wahab, Muhamad, & Shirani (2014); knowledge sharing (Suofi, Hosnavi, & Mirsepasi, 2014); organizational learning and training; reward system; employee involvement; teamwork; information system and psychological empowerment (Muduli, 2016(Muduli, , 2017; emotional intelligence (Hosein & Yousefi (2012); electronic human resources(HER) (Al-kasasbeh, Abdul Halim, & Omar, 2016), and knowledge management processes (Almahamid, 2018). Not to mention, these are limited empirical evidence that is equivocal and dominated by cross-sectional design.…”