Knowledge management, innovation and firm performance

Knowledge management, innovation and firm performance Purpose – To provide important empirical evidence to support the role of knowledge management within firms. Design/methodology/approach – Data were collected using a mail survey sent to CEOs representing firms with 50 or more employees from a cross‐section of industries. A total of 1,743 surveys were mailed out and 443 were returned and usable (27.8 percent response rate). The sample was checked for response and non‐response bias. Hypotheses were tested using structural equation modelling. Findings – This paper presents knowledge management as a coordinating mechanism. Empirical evidence supports the view that a firm with a knowledge management capability will use resources more efficiently and so will be more innovative and perform better. Research limitations/implications – The sample slightly over‐represented larger firms. Data were also collected in New Zealand. As with most studies, it is important to replicate this study in different contexts. Practical implications – Knowledge management is embraced in many organizations and requires a business case to justify expenditure on programs to implement knowledge management behaviours and practices or hardware and software solutions. This paper provides support for the importance of knowledge management to enhance innovation and performance. Originality/value – This paper is one of the first to find empirical support for the role of knowledge management within firms. Further, the positioning of knowledge management as a coordinating mechanism is also an important contribution to our thinking on this topic. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Knowledge management, innovation and firm performance

Journal of Knowledge Management, Volume 9 (3): 15 – Jun 1, 2005

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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
1367-3270
D.O.I.
10.1108/13673270510602809
Publisher site
See Article on Publisher Site

Abstract

Purpose – To provide important empirical evidence to support the role of knowledge management within firms. Design/methodology/approach – Data were collected using a mail survey sent to CEOs representing firms with 50 or more employees from a cross‐section of industries. A total of 1,743 surveys were mailed out and 443 were returned and usable (27.8 percent response rate). The sample was checked for response and non‐response bias. Hypotheses were tested using structural equation modelling. Findings – This paper presents knowledge management as a coordinating mechanism. Empirical evidence supports the view that a firm with a knowledge management capability will use resources more efficiently and so will be more innovative and perform better. Research limitations/implications – The sample slightly over‐represented larger firms. Data were also collected in New Zealand. As with most studies, it is important to replicate this study in different contexts. Practical implications – Knowledge management is embraced in many organizations and requires a business case to justify expenditure on programs to implement knowledge management behaviours and practices or hardware and software solutions. This paper provides support for the importance of knowledge management to enhance innovation and performance. Originality/value – This paper is one of the first to find empirical support for the role of knowledge management within firms. Further, the positioning of knowledge management as a coordinating mechanism is also an important contribution to our thinking on this topic.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Jun 1, 2005

Keywords: Knowledge management; Innovation; Business performance

References

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