The interaction effects of knowledge transfer on knowledge assets and innovative performance relationship

Abstract

The purpose of the present study is to empirically test the relationship among knowledge assets, such as explicit and tacit knowledge on SMEs' innovative performance. Furthermore, the contingent effects of speed, reliability and accuracy of knowledge transfer are also tested on the relationship. In which the theoretical framework was used to explain the Nonaka's theory of knowledge creation and knowledge-based view theory. This is because the present study is conducted to evaluate a direct relationship between knowledge assets on innovative performance. Thus, the contingent effect of knowledge transfer on the aforementioned relationship was tested. In order to achieve the study aims, the used of a quantitative study was employed via online questionnaires sent to SMEs. Multiple regression and interaction effect tests were utilised using SPSS25 software. The findings revealed three important outcomes. Firstly, knowledge assets have positive relationship with innovative performance. Secondly, speed of knowledge transfer positively influences knowledge assets and innovative performance relationship. Thirdly, reliability and accuracy of knowledge transfer also positively influence knowledge assets and innovative performance relationship. This result demonstrates that with the right management of knowledge, especially in making sure that knowledge is transferred to the right people, innovative performance especially in SMEs can be elevated.

The Impact of Automation and Knowledge Workers on Employees’ Outcomes: Mediating Role of Knowledge Transfer

“…Knowledge transfer has a significant impact on employees' creativity and innovative performance [17,64,104]. Knowledge transfer significantly impacts innovative performance.…”

“…Knowledge transfer significantly impacts innovative performance. Knowledge transfer reliability and accuracy significantly influence innovative performance [64]. Knowledge embedded in knowledge workers developed from research has a high degree to build innovativeness in other employees [105].…”

“…Employees may advance their present knowledge, skills, and capacities via learning. Employee creativity adds more ideas for innovation when brainstorming sessions are conducted properly [64]. Organizations may take advantage of these innovative possibilities which can have a favorable influence on employee creativity and performance.…”

“…This is an example of an employer's tacit understanding of a worker's thoughts. The learning process takes place largely during training and development programs that help employees improve their abilities and boost their worth as strategic assets [64]. This is especially true if the on-the-job training is customized to the organization.…”

“…Organizations and individuals that do not learn just replicate old, customary behaviors and easily become obsolete. Knowledge resource dynamics, particularly through organizational learning and cooperation, have a favorable influence on employees' innovative performance [64]. On the other side, organizational learning methods are utilized to gain a competitive advantage and add value to knowledge resources.…”