2012
DOI: 10.1108/08858621211251479
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Antecedents of knowledge generation competence and its impact on innovativeness

Abstract: Purpose -This study aims to present the conceptualization and measurement of knowledge generation competence (KGC) as the fundament for firm's internal knowledge generation. Furthermore, it seeks to assess different antecedents of a firm's KGC and its potential for improving a firm's innovativeness. Design/methodology/approach -Data were collected by nationwide mail survey in the German automation and the consulting industry. The final sample consists of 110 respondents (response rate of 32.9 percent). The mea… Show more

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Cited by 38 publications
(55 citation statements)
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References 113 publications
(129 reference statements)
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“…al., 2018), and knowledge management (Ozkaya et. al., 2015;Griese, Pick, & Kleinaltenkamp, 2012) are closely related to RBV theory, so this research also contributes to the development of theories by empirically testing CRM and knowledge management as variables moderating in the relationship of MO-performance innovation in the context of SMEs in Indonesia.…”
Section: Q1 To What Extent Does Market Orientation Improve Innovatiomentioning
confidence: 92%
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“…al., 2018), and knowledge management (Ozkaya et. al., 2015;Griese, Pick, & Kleinaltenkamp, 2012) are closely related to RBV theory, so this research also contributes to the development of theories by empirically testing CRM and knowledge management as variables moderating in the relationship of MO-performance innovation in the context of SMEs in Indonesia.…”
Section: Q1 To What Extent Does Market Orientation Improve Innovatiomentioning
confidence: 92%
“…al., 2015). High KM tends to improve innovation performance (Griese, Pick, & Kleinaltenkamp, 2012;Falasca et. al., 2017).…”
Section: Theoretical Frameworkmentioning
confidence: 99%
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“…Consistency was constructed, considering, to what extent 1) general meetings were planned in advance and the schedules were respected, 2) rewards and incentives were administrated by objective criteria, 3) capital expenditures were planned timely and 4) plans were formal and written. OC statements regarding team and result orientation were operationalized from Griese [30] and Zortea-Johnston [31], other questions were self-operationalized. OC statements were rated using a seven-point Likert scale from 1, ""strongly disagree"" to 7 -""strongly agree"".…”
Section: Methodsmentioning
confidence: 99%
“…Knowledge generation is mainly an institutionalized activity, so each organization must be able to establish its own creative routines and human interventions to make this process possible and to be a learning-oriented institution where having a shared vision and a commitment to learning and open-mindedness are key drivers [7]. The challenge is to build systems that collect the learning processes acquired during projects and ongoing activities, capture that knowledge in a database or document, and spread it throughout the entire organization [8,9]; and that will be useful for innovation strategies.…”
Section: Introductionmentioning
confidence: 99%