Knowledge process capabilities and innovation: testing the moderating effects of environmental dynamism and strategic flexibility

Kamaşak, Rıfat; Yozgat, Uğur; Yavuz, Meltem

doi:10.1057/s41275-017-0068-4

Cited by 49 publications

(31 citation statements)

References 52 publications

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“…In addition, KPC support an organization when assigning, allocating and modernizing the gathered insignificant knowledge at all levels of organization (Easterby-Smith & Prieto, 2008;Tranekjer & Knudsen, 2012). Additionally, KPC of organizations with knowledge acquisition, application and sharing processes are closely linked with significant innovative performance (Donate & Pablo, 2015;Kamasak, Yozgat, & Yavuz, 2017), and Companies that build their capabilities in handling out knowledge can innovate better (Jasimuddin & Naqshbandi, 2017).…”

Section: Discussionmentioning

confidence: 99%

“…Leadership and factors such as developed reward structures and communication network affect these systems as encouragement and incentives cultivate innovative concepts (Ho, 2009;Naqshbandi & Jasimuddin, 2018;Ribiere & Sitar, 2003;Williams & Sullivan, 2011). Several studies have highlighted the facilitating role of KM processes in the betterment and sharing knowledge through proper and improper communication channels, and show that leadership can influence an organization's capabilities to make and assimilate innovative ideas (Donate & de Pablo, 2015;García-Morales, Llorens-Montes, & Verdú-Jover, 2006;Lakshman & Parente, 2008;Naqshbandi & Jasimuddin, 2018;Sarin & McDermott, 2003).Therefore,it is hypothesized that: H8: KOL has a significant Positive impact on KPC of organization Furthermore, KPC including acquisition, application, and sharing are highly linked with innovation outcome (Donate & de Pablo, 2015;Kamasak, Yozgat, & Yavuz, 2017), and firms which establish capabilities in distributing knowledge can innovate well (Naqshbandi & Jasimuddin, 2018).…”

Section: Knowledge-oriented-leadership Knowledge-infrastructure-capability and Open Innovationmentioning

confidence: 99%

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Knowledge-Oriented Leadership and Open Innovation: The Mediating Role of Knowledge Process and Infrastructure Capability

Shahzad

Davis

Ahmad

2020

Int. J. Innov. Mgt.

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Purpose: The study aims to examine the causal relationships among knowledge-oriented leadership (KOL), open innovation (OI), knowledge infrastructure capability (KIC) and knowledge process capability (KPC). This study also explored the mediating role of knowledge infrastructure capability (KIC) and knowledge process capability (KPC) in the relationship between knowledge-oriented leadership and open innovation. Design/methodology/approach: The study collected primary data via a standardized questionnaire comprising a sample of 305 pharmaceutical and health sector employees in Pakistan. Hypotheses were tested through structural equation modeling. Findings: The results display the significant causal relationships among the variables and knowledge infrastructure and process capability and these significantly mediate the relationship between knowledge-oriented leadership and two-dimensional open innovation. Furthermore, this study found an insignificant effect of KOL on inbound open innovation. Limitation: The findings of the paper are based on the data collected from the Pakistan pharmaceutical and health sector. In future, to accommodate the issue of generalizability, the framework can be used for samples from other countries. Practical Implication: This study provides evidence that leadership is one of the most crucial sources that can aid in organizational effectiveness when dealing with knowledge by developing infrastructure and improving processes to enhance innovative outcomes.

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Section: Discussionmentioning

confidence: 99%

Section: Knowledge-oriented-leadership Knowledge-infrastructure-capability and Open Innovationmentioning

confidence: 99%

Knowledge-Oriented Leadership and Open Innovation: The Mediating Role of Knowledge Process and Infrastructure Capability

Shahzad

Davis

Ahmad

2020

Int. J. Innov. Mgt.

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“…In parallel to this requirement, firms should have flatter organizational structures that can lead to quick decision‐making and they should improve communication between their internal units and external society to identify dynamic changes in markets. Finally, emerging market peculiarities and idiosyncrasies (Jamali & Carroll, ) can create complicated and inexplicable business environments where the mechanisms of strategic flexibility may not always work (Kamasak, Yozgat, & Yavuz, ). Therefore, strategic flexibility should not be considered as a universal, one‐size‐fits‐all solution in every emerging market context.…”

Section: Discussionmentioning

confidence: 99%

The interplay of corporate social responsibility and corporate political activity in emerging markets: The role of strategic flexibility in non‐market strategies

Kamaşak

James

Yavuz

2019

Business Ethics: A Eur Rev

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Corporate social responsibility (CSR) and corporate political activities are complementary, and the coordinated management of corporate social responsibility and corporate political activities may lead to better firm performance. However, corporate social responsibility and corporate political activities should be aligned carefully to utilize this complementarity. Strategic flexibility, which is the ability of a firm to adapt to changes in the external environment and make necessary organizational modifications quickly, can help firms to align their corporate social responsibility and corporate political activities. This paper empirically investigates the political dimension and the interactive dimension which describes interactions between corporate social responsibility and corporate political activities together with strategic flexibility and their effects on firm performance through a study of 142 firms in Turkey using moderated multiple regression methods. The results show that, while the political dimension had an inverted U‐shaped effect on firm performance, indicating that only a moderate level of corporate political activities may improve financial performance, the interactive dimension had positive but limited implications for performance. Finally, it was found strategic flexibility plays a positive moderating role on the relationships between the interactive dimension and firm performance. It is concluded that complementarity between corporate social responsibility and corporate political activities which may result in better performance is contingent on strategic flexibility.

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“…The positive impact of knowledge and learning on innovation or IWB is widely recognized (Kamasak et al , 2017; Kim and Park, 2017; Roper and Love, 2018; Widmann and Mulder, 2018). In a turbulent environment, knowledge rapidly becomes obsolete, which forces organizations to periodically update their knowledge base (Leal-Rodríguez et al , 2015).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Critical reflection and innovative work behavior: the mediating role of individual unlearning

Kmieciak

2020

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PurposeAlthough employees' innovative work behaviors are crucial for innovativeness and the success of modern organization, the impact of individual unlearning and critical reflection on innovative work behaviors is underresearched. This study's goal is to empirically examine relationships between job characteristics, critical reflection, unlearning and innovative work behaviors.Design/methodology/approachThis study uses survey data from 252 Polish employees and the partial least squares method.FindingsThe results indicated that, among three considered job characteristics, only problem-solving demands were related to critical reflection. This study also shows that critical reflection is both direct and indirect, through individual unlearning, related to both idea generation and idea realization. However, nonmanagers have stronger relationships between unlearning and innovative work behaviors than do managers, while managers have stronger relationships between critical reflection and innovative work behaviors.Practical implicationsResults of this study may be used by human resource development managers to improve employees' innovative work behavior.Originality/valueThe study contributes to the limited empirical research on the role of critical reflection and individual unlearning for innovative work behavior. This study also explores which job characteristic affects critical reflection.

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Knowledge process capabilities and innovation: testing the moderating effects of environmental dynamism and strategic flexibility

Cited by 49 publications

References 52 publications

Knowledge-Oriented Leadership and Open Innovation: The Mediating Role of Knowledge Process and Infrastructure Capability

Knowledge-Oriented Leadership and Open Innovation: The Mediating Role of Knowledge Process and Infrastructure Capability

The interplay of corporate social responsibility and corporate political activity in emerging markets: The role of strategic flexibility in non‐market strategies

Critical reflection and innovative work behavior: the mediating role of individual unlearning

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