Translating the impact of knowledge management processes into knowledge-based innovation: The neglected and mediating role of knowledge-worker productivity

Shujahat, Muhammad; Sousa, Maria José; Hussain, Saddam; Nawaz, Faisal; Wang, Minhong; Umer, Muhammad

doi:10.1016/j.jbusres.2017.11.001

Cited by 314 publications

(352 citation statements)

References 69 publications

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“…The measurement scales of process innovation capture and measure the outcomes of the processes (e.g., customer satisfaction with new business processes), while not being able to capture the processes (e.g., how the knowledge processes occurred to improve the processes for the greater customers’ satisfaction). This is why that this study, consistent with the past studies on knowledge management and innovation (e.g., Andreeva & Kianto, ; Shang et al., ; Shujahat et al., b), adopts the scales that draw on the traditional conceptualization of innovation.…”

Section: Literature Reviewsupporting

confidence: 67%

“…First, the knowledge management processes, unlike to two other components, exist naturally even without the formal support and knowledge management initiatives (Andeeva and Kianto, ). In this context, this study maintains that the knowledge management in Pakistan as a developing country is in developing and at lower level stage as compared to the business, public, and NGOs sectors of developed nations like Finland, Europe, and USA (Kianto et al., ; Rasula, Vuksic, & Stemberger, ; Shujahat et al., b). Hence, the knowledge management processes that could be found at relatively high levels than other components were the most appropriate facets.…”

Section: Literature Reviewmentioning

confidence: 86%

“…Unlike to these definitions, innovation can also be described as the outcome of knowledge and knowledge processes, i.e., from the knowledge‐based view perspective (e.g., Costa & Monteiro, ; Shujahat et al., b). Aggregating the definitions of innovation from the knowledge‐based perspective or conceptualization, the operational definition of knowledge‐based innovation is the creation and subsequent application of knowledge assets through innovative capabilities to provide the innovative products and processes for the satisfaction of customers (e.g., Costa & Monteiro, ; Du Plessis, ; Jayachandran et al., ; Shang et al., ; Sher & Yang, ; Shujahat et al., b; Wang & Ahmed, ). This operational definition suggests three dimensions/factors of innovation for the measurement purpose (product innovation, customer problem‐solving processes innovation, and endogenous general innovation capabilities).…”

Section: Literature Reviewmentioning

confidence: 99%

“…However, knowledge management processes may differ through the different aggregation levels (e.g., Andreeva & Kianto, ). Therefore very comprehensively knowledge management processes can be defined and simplified to the processes of knowledge creation, knowledge sharing, and knowledge utilization (Ahmad et al., ; Rasula et al., ; Shujahat et al., b). This operational definition is consistent with that of two empirical studies (Ahmad et al., ; Shujahat et al., b) that were conducted in Pakistan.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Therefore very comprehensively knowledge management processes can be defined and simplified to the processes of knowledge creation, knowledge sharing, and knowledge utilization (Ahmad et al., ; Rasula et al., ; Shujahat et al., b). This operational definition is consistent with that of two empirical studies (Ahmad et al., ; Shujahat et al., b) that were conducted in Pakistan. The operational definitions of three knowledge management processes (knowledge creation, knowledge sharing, and knowledge utilization) are as follows.…”

Section: Literature Reviewmentioning

confidence: 99%

See 4 more Smart Citations

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

Shujahat

Ali

Nawaz

et al. 2018

Hum Ftrs & Erg Mfg Svc

Self Cite

118

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The purpose of knowledge management is innovation. However, this study proposes that the existence of knowledge management in the knowledge‐worker's work environment can nurture the overall satisfaction of knowledge worker. As the ultimate purpose of knowledge management is innovation performance, therefore, the satisfaction of knowledge worker as an outcome of knowledge management should be greater innovation performance. Consequently, the purpose of this study is to test the mediating role of satisfaction of knowledge worker between knowledge management and innovation. The study collected the data from 306 knowledge workers (engineers and managers) of software houses from Pakistan. The SmartPLS 3 Version 2.7 software that uses the PLS‐SEM (Partial Least Square‐Structural Equation Modelling) technique was used. The results indicate that satisfaction of knowledge worker mediates between two knowledge management processes (knowledge creation and knowledge sharing) and innovation significantly. However, it does not mediate between knowledge utilization and innovation significantly.

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Section: Literature Reviewsupporting

confidence: 67%

Section: Literature Reviewmentioning

confidence: 86%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 3 more Smart Citations

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

Shujahat

Ali

Nawaz

et al. 2018

Hum Ftrs & Erg Mfg Svc

Self Cite

118

View full text Add to dashboard Cite

show abstract

Assessing the sustainable development of firms: The moderating role of transformational leadership and firm size

Rehman,

Majeed,

Javaid

et al. 2023

Bus Strat Dev

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Due to escalating environmental problems and challenges, ensuring sustainable development (SD) has become a matter of concern for organizations worldwide at a precinct scale. This study aims to integrate the variables, which are antecedents of SD through direct and indirect paths. The managers as participants of small‐ and medium‐sized enterprises have helped the researchers to explore the role of green knowledge management (GKM) and green dynamic capacity with the intervention of green innovation and competitive advantage in achieving SD. The results achieved through structural equation modeling revealed positive and significant direct and indirect relationships, however, the intervening role of green innovation and green competitive advantage between GKM and SD show insignificant results. Interestingly, we have also identified two significant moderators as a part of this study: large firm size and transformational leadership. This research has important implications and significant contributions to theory and practice. It can be considered innovative by using a range of antecedents in an integrated way, proposing and testing a theoretical model of SD in a developing country Pakistan, which is affirmed and committed to achieving SDGs by the year 2030.

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Community Psychology Competencies and Onlife Participatory Team Building: The 9th Conference of Community Psychology (9ICCP) Case Study

Esempio,

Gatti,

Carnevale

et al. 2024

Community & Applied Soc Psy

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Modern social ecosystems have become increasingly complex due to the sanitary, political, social, cultural and technological transformations they are dealing with. This also requires professionals working within these contexts—such as community psychologists—to adapt by acquiring new and updated skills in order to properly address the challenges they pose. Therefore, this paper unpacks the experience of planning, organising and managing the 9th International Conference of Community Psychology (9ICCP) as a case study showing how onlife social contexts require the development of specific professional competencies and at the same time take advantages from psychologists' relational skills. Indeed, the conference hosted participants from all over the world, yet it was to be organised when the COVID‐19 pandemic and the Russian–Ukrainian war represented threats to participants' mobility, safety and health; therefore, it was managed as an onlife, hybrid event. Dealing with this meant that the organising committee had to face unprecedented challenges, which required the team to rely on the core competencies of community psychologists, and also on digital and technical skills as well as on models and competencies typical of other professional fields (e.g., social marketing principles). We will describe and discuss the strengths as well as the pitfalls of this process, with the aim of highlighting the main challenges required by dealing with hybrid, onlife settings and how they can be enhanced and updated. We will propose guidelines and key issues to be tackled, based on the relational and participatory community psychologists' competencies to be developed in onlife settings.

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Translating the impact of knowledge management processes into knowledge-based innovation: The neglected and mediating role of knowledge-worker productivity

Cited by 314 publications

References 69 publications

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

Assessing the sustainable development of firms: The moderating role of transformational leadership and firm size

Community Psychology Competencies and Onlife Participatory Team Building: The 9th Conference of Community Psychology (9ICCP) Case Study

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