Open innovation based knowledge management implementation: a mediating role of knowledge management design

Abstract

Purpose Knowledge-based organizations is a new paradigm for business. Knowledge management (KM) is important for supporting core business processes. This paper aims to define an open innovation (OI)-driven KM implementation for effectively executing the support. Design/methodology/approach KM is important for supporting organizational innovation. OI plays a critical determinant role in defining the design of KM for effectively supporting OI. Further, the final goal of KM is to reach the success of OI-based KM implementation. A model is thus proposed for connecting OI as a driver to a design of KM and, in turn, KM implementation. Survey is conducted to collect data. Partial least squares is used for analysis. Findings The three processes of OI partially present significant impact on the design of KM process and, in turn, a noticeable achievement of KM implementation. The two KM processes indicate an interaction effect for reinforcement mutually. The findings provide rich evidence into the argument that OI-based KM implementation through the mediator of the design of KM process is important for a successful KM in organizations. Practical/implications While OI is a phenomenon that has increasingly become critical for the contemporary business, the design of KM mechanism needs to be adapted from the choice of OI process for guaranteeing the success of KM implementation. Originality/value Extant theories did not provide such an approach to develop an effective KM implementation in terms of the important management concept, OI, in organizations. This model empirically demonstrates its capability to work on this issue.

What determine the innovation performance of Sports SMEs in Thailand?

“…Important influence is created through external relations of an organization on the way ACAP evolves, which is a dynamic capability. The knowledge from different external partners is used by the organizations for various purposes (Wu & Hu, 2018). The propensity of an SME for gaining knowledge from external sources is enhanced through the diversity of innovation between its external partners.…”

“…Moreover, it is evident from the literature on open innovation that SMEs are required to adapt to the rapidly changing environment by maintain close association with their stakeholders. In this way, SMEs can improve the process of innovation and delivery suitable products/services (Wu & Hu, 2018). There is need for insights about the way in which knowledge can be extracted by SMEs from the relationship to improve the performance of service innovation.…”

“…It is crucial for the manufacturing firms to explore the opportunities for service, which can support in using the external knowledge and there is no need for the R&D departments to use the internal knowledge (Valtakoski et al, 2019). Different knowledge inputs result in the capabilities for knowledge management for organizational challenges (Wu & Hu, 2018;Jermsittiparsert & Srisawat, 2019). In order to improve the capabilities related to knowledge and for gaining performance in service innovation, there is need for developing processes supporting the knowledge sourcing through communication with the internal and external partners (Lee & Chen, 2019;Rodríguez-Serrano & Martín-Armario, 2019).…”

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

“…Thus, knowledge creation has a determinant effect on the speed, quality and quantity of innovation [98]. As knowledge management implementation based on innovation results in positive outcomes for organizations, several implementation models have been proposed [99]. The relationship between knowledge management and innovative performance is aligned with that in other studies and we consider the knowledge management components that enable this relationship.…”

Opening Science and Innovation: Opportunities for Emerging Economies

“…Chesbrough [Chesbrough, 2006] highlights the characteristics of open innovation that guide the partner-ships such as context perception, knowledge creation, the importance of knowledge sources to organizational culture, the role of business models in R&D, acquisition availability, partnerships of co-development, identification of project failure, relevance of knowledge flow, intellectual property management, the relevance of intermediaries to innovation chain, intensity of the ICT use and the evaluation of R&D performance. These characteristics are also present when addressing collaboration for product development [Katsikis et al, 2016;Bueno, Balestrin, 2012;Griffin et al, 2014;Rubera et al, 2016] and knowledge management [Wu, Hu, 2018;Grimsdottir, Edvardsson, 2018;Celadon, 2014]. The elements exposed by [Chesbrough, 2006] are crucial to open organization since they contribute to developing quality innovation.…”