The Effects of Knowledge Management on Innovative Success: An Empirical Analysis of German Firms

Cantner, Uwe; Joel, Kristin; Schmidt, Tobias

doi:10.2139/ssrn.2785345

Cited by 9 publications

(25 citation statements)

References 62 publications

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“…While there is overwhelming empirical evidence confirming the importance of positive local externalities (Eriksson & Lindgren, 2009;Hervas-Oliver et al, 2018) on the one hand and a firm's internal ability to absorb and exploit these spillovers for increased performance and competitiveness (Audretsch et al, 2019;Caiazza et al, 2015) on the other hand, the logic underlying the idea of a 'fit' is rather unexplored. Only a few studies combined the internal and external factors, as well as direct and indirect effects, to investigate drivers of incremental innovation performance (Cantner et al, 2011;Ritala & Hurmelinna-Laukkanen, 2013;Tödtling et al, 2009). One recent exception is Tomás-Miquel et al (2019), confirming that interorganizational ties are a moderating factor between firms' internal absorptive capacities and their incremental innovative performance.…”

Section: Introductionmentioning

confidence: 99%

University spillovers, absorptive capacities, and firm performance

2022

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This study investigates the impact of both university spillovers and firms’ absorptive capacities on firms’ financial performance, using a multilevel approach. Considering internal firm characteristics as well as external regional characteristics, our results clearly show that university spillovers do not have a per se stimulating effect. It is the interaction between firms’ absorptive capacities and local university spillovers, which proves to have a positive and significant effect on firms’ economic performance. We further find that there is an optimal level of absorptive capacities, implying that ‘a more the better’ logic does not apply. Our findings give impetus to a call for more comprehensive public policy strategies. Policy makers have to balance the support provided to knowledge producing regional actors such as universities as well as knowledge exploiting actors such as knowledge-based firms to leverage local resources and ultimately create economic value within regional innovation systems by enabling efficient technology transfer processes.

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Section: Introductionmentioning

confidence: 99%

University spillovers, absorptive capacities, and firm performance

2022

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“…Belso Martínez et al. (2013) and Cantner et al. (2011) and many others claim that higher learning and income often result from many innovative projects.…”

Section: Relationshipsmentioning

confidence: 99%

“…Belso Mart ınez et al (2013) and Cantner et al (2011) and many others claim that higher learning and income often result from many innovative projects. The study conducted by Polder et al (2010) argues the positive relationship between OI and productivity.…”

Section: Oi-psmentioning

confidence: 99%

The impact of authentic leadership on project success: the mediating effect of organizational learning and innovation

Nawaz

Tian²

2022

IJMPB

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PurposeThe study exemplifies authentic leadership (AL) and relates it to project success (PS) with the mediating variables of organizational learning (OL) and organizational innovation (OL). None of the existing studies on AL and PS have worked on the mediation of OL and OI on these factors. So far, this paper tries to fill gap between these factors.Design/methodology/approachThe study is done by testing the hypothesis by utilizing the approach of deduction. The tool of data collection utilized is a survey. The methods of data collection involved qualitative techniques as primary approaches of investigation. The study population involves multinational and national companies/organizations working directly or indirectly for CPEC projects. A total of 295 questionnaires were used to gather data from top-level and middle–level management from private or government sector companies working individually or collaboratively on CPEC projects. Out of 295 questionnaires, 35 were rejected for being incomplete, and 260 were further analyzed for research purposes. SPSS and AMOS-21 statistical packages were used for analysis or correlation among variables.FindingsThis study claims the positive impact of AL on PS while the OI and OL play a mediating role.Practical implicationsThis study will add significant literature related to project management. These outcomes gave data on the primary systems of project management that are utilized in the projects or in various organizations to assess the accomplishment of the project with AL, OL and OI.Originality/valueIt has gained popularity in the world of management researchers due to its uniqueness and desirability. This study of AL and PS has been comprehensively deliberate to find the variables that affect them. The idea is to analyze the possible effects of OL and innovation on authentic leaders and the overall PS in the China–Pakistan economic corridor (CPEC).

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“…Organisations traditionally acquire knowledge through teamwork, networks and alliances, but while explicit knowledge may be easier to transfer, the transfer of tacit knowledge is a more complex process. The latter, however, is acknowledged to contribute more profoundly to improving organisations' innovation capabilities (Canter et al, 2011).…”

Section: Theoretical Foundationmentioning

confidence: 99%

Knowledge transfer for R&D‐sales cross‐functional cooperation: Unpacking the intersections between institutional expectations and human resource practices

Lindblom¹,

Martins

2022

Knowl Process Manag

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This article addresses the challenges of R&D–sales cross‐functional cooperation by exploring how HR practices encourage knowledge transfer, minimising peer‐to‐peer friction and maximising the effectiveness of the exchanges for performance innovation. We combined document analysis of professional HR management magazines and semi‐structured interviews at a Finnish digital media firm, in order to identify manifestations of institutional work expressing and legitimising knowledge transfer‐focused HR management practices, and how employees make sense of them. Our findings identify manifestations of institutional work expressing, sustaining and legitimising knowledge transfer and relate these manifestations to distinct dimensions of human resource management practices. We integrate prevailing institutional expectations and employees' attributions of knowledge transfer‐focused human resource practices, which highlights the connections between human resource management and the knowledge management field, as well as the dichotomy between the more humanist knowledge transfer strategies and those that are information technology‐oriented. Our original integration of institutional expectations and a case analysis of employees' attributions of knowledge transfer‐focused human resource practices contribute directly to management practice dealing with the effects of organising strategically for knowledge‐based innovation outcomes. This has implications in terms of the development of interpersonal skills, the engagement and development of cross‐team work; the design of participative mechanisms; and the implementation of knowledge transfer principles, practices and systems.

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The Effects of Knowledge Management on Innovative Success: An Empirical Analysis of German Firms

Cited by 9 publications

References 62 publications

University spillovers, absorptive capacities, and firm performance

University spillovers, absorptive capacities, and firm performance

The impact of authentic leadership on project success: the mediating effect of organizational learning and innovation

Knowledge transfer for R&D‐sales cross‐functional cooperation: Unpacking the intersections between institutional expectations and human resource practices

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