Examining the link between knowledge management practices and types of innovation

Darroch, Jenny; McNaughton, Rod B.

doi:10.1108/14691930210435570

Cited by 603 publications

(519 citation statements)

References 69 publications

(91 reference statements)

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“…For instance, according to Cohen and Levinthal (1990) knowledge capacity -defined as an organization's ability to recognize the value of new external knowledge and to assimilate and apply it effectivelyis a critical part of an organization's innovative capability. In a recent study, Darroch and McNaughtan (2002) show a positive and significant relationship between knowledge management and innovation performance. Another point considered relevant in this study is the origin or source of new knowledge.…”

Section: Knowledgementioning

confidence: 92%

Knowledge as a Critical Resource in Innovation among Small Furniture Companies in Indonesia: An Exploration

Geenhuizen

Indarti

2005

GADJAH MADA INT. J. BUS.

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The furniture industry makes a significant contribution to the Indonesian economy but is exposed to an intensifying competitive environment and to emerging shortages of raw material. These circumstances have prompted small furniture manufacturers in the district of Jepara to undertake several types of innovation. It appears that of all first ranked innovations, product innovation is the largest category. In the overall pattern of innovations, market innovation and logistics innovation are also important, a situation that can be explained by the typical character and current circumstances of the furniture industry in this area. The innovation process concerned mainly relies on traditional knowledge sources, namely in-house learning-by-doing and experimentation, and buyers (customers). However, the manufacturers show willingness to use other knowledge sources in the near future, particularly more formal and globally oriented ones, such as exhibitions, research institutions, and the Internet. What tends to hamper such progress is that the manufacturers’ capability to access these knowledge sources is limited by financial obstacles and to a smaller extent by complexity and language obstacles. The paper concludes with a few policy recommendations and potential directions of future research. One of the policy recommendations aims at a combination of the traditional way of knowledge generation through in-house learning-by-doing and experimentation with knowledge from modern and formal sources.

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Section: Knowledgementioning

confidence: 92%

Knowledge as a Critical Resource in Innovation among Small Furniture Companies in Indonesia: An Exploration

Geenhuizen

Indarti

2005

GADJAH MADA INT. J. BUS.

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“…Groups' knowledge management The scale to measure groups' knowledge management was created based on the operationalization of the variable and knowledge management scale of Darroch and McNaughton (2002). The scale contained eight items, measuring practices that involved acquiring, capturing, sharing, and using local wisdom and knowledge to enhance group performance.…”

Section: Measures Of Key Constructsmentioning

confidence: 99%

Explaining factors affecting individual innovation: The case of producer group members in Thailand

Pratoom

Savatsomboon

2010

Asia Pac J Manag

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Individual innovation and its antecedent factors, both at the group and individual level, are becoming a topic of increasing interest to entrepreneurs. However, research on this area has not yet proved adequate. This study aims to develop and test a multilevel model of antecedents of group members' innovation. Constructive culture and knowledge management are treated as group-level antecedents. Creativity and self-leadership are treated as individual-level antecedents. Data are collected from 1,526 group members in 138 producer groups of community products in the Northeast of Thailand. Results indicate that creativity fully mediates the effects of self-leadership, groups' constructive culture, and knowledge management on innovation among group members. Furthermore, constructive culture also moderates the effects of creativity on innovation.

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“…The scales for knowledge management and creativity management were adapted from previous studies by Prajogo et al (2004), Tang (1999), Darroch and McNaughton (2002), and Amabile (1996). The content for knowledge management (KM) scale comprises four key practices that were developed based on systematically managing knowledge: facilitating knowledge-related activities such as creation or assimilation of knowledge, transferring knowledge across the organization, maintaining the KM infrastructure, and leveraging knowledge assets to realize their value.…”

Section: Methodsmentioning

confidence: 99%

The relationships between firm’s strategy, resources and innovation performance: resources-based view perspective

Laosirihongthong

Prajogo

Adebanjo

2013

Production Planning & Control

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Besides basic competitive priority (quality, cost, delivery, and flexibility), innovation has been recognised as one of the primary sources of competitive advantage for manufacturing industry to compete in global markets. This paper, therefore, presents an empirical study on the relationship between firm strategy, resources, and innovation performance. Drawing from the grounded theory of resource-based view, and using 218 responses from Thai production/operation managers, this paper shows that differentiation strategy had a positive relationship with both internal capital or internal resources (represented by knowledge and creativity management) and networks capital or external resources (represented by customer and supplier network). The findings also revealed that only internal capital had a positive effect on innovation performance. Finally, contributions to industry practitioner, academia, and national agency in supporting and promoting innovation are presented.

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Examining the link between knowledge management practices and types of innovation

Abstract: The management of knowledge is frequently identified as an important antecedent of innovation (

Cited by 603 publications

References 69 publications

Knowledge as a Critical Resource in Innovation among Small Furniture Companies in Indonesia: An Exploration

Knowledge as a Critical Resource in Innovation among Small Furniture Companies in Indonesia: An Exploration

Explaining factors affecting individual innovation: The case of producer group members in Thailand

The relationships between firm’s strategy, resources and innovation performance: resources-based view perspective

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