Knowledge management capability, entrepreneurial creativity, entrepreneurial intensity and firm performance: the mediating role of ambidexterity

Abstract

PurposeLiterature survey shows that it is not clear how knowledge management capability (KMC) and ambidexterity capability affect entrepreneurial creativity (EC) and entrepreneurial intensity (EI) promotion. While empirical studies have emphasized the importance of these factors in improving business performance, the cumulative effect and self-reinforcing loops of these factors in improving firm performance have not been identified. In this regard, the study seeks to investigate how to increase the entrepreneurial capabilities of KMC, EI, EC and ambidexterity of food firms to improve their performance.Design/methodology/approachThe method of the present study is applied in terms of purpose and is quantitative in terms of data collection. In order to collect the data, a questionnaire was designed that contained the variables of the conceptual model of the research. This questionnaire was distributed among industrial and academic experts in the Iranian food industry. The method of data collection is an online cross-sectional survey, and the method of data analysis is structural equation modeling using Smart PLS software to analyze the conceptual model.FindingsThe present study is cross-sectional survey research that examines the impact of KMC, EC and EI on firm performance by considering the mediating role of organizational ambidexterity. The research study shows a positive impact of entrepreneurial capabilities as KMC, EI, EC and ambidexterity on performance. Accordingly, if a firm builds KMC and fosters EC, it can achieve ambidextrous innovation and thus enhance its EI and performance in the food industry.Research limitations/implicationsThis study highlights the knowledge-based view (KBV) in explaining the role of KMC on innovative capabilities and its influence on performance. Research findings shed light on the importance of KMC as a prerequisite for innovation strategy. The study has also established the mediating role of ambidexterity in entrepreneurial value creation. According to the results, small and medium-sized enterprises (SMEs)' performance is positively influenced by entrepreneurial capabilities as KMC, EI, EC and ambidexterity.Originality/valueThis paper gives insights into how SMEs can improve their performance to gain a competitive advantage by developing knowledge and creative ideas in line with entrepreneurial goals. In this regard, the food industry can adopt new strategies to reduce the impact of these challenges to achieve superior performance and competitive advantage.

Demystifying the link between knowledge management capability and innovation ambidexterity: organizational structure as a moderator

“…KBV suggests that knowledge is one of the important resources of an organization and if managed and utilized effectively, may provide a basis for competitive advantage and improved performance. Kim et al (2016) argued that deployment of KM capability facilitates organizations to positively influence performance outcomes through the development and implementation of a broad and deep knowledge base, particularly in contexts that need a large amount of knowledge resources (Mokhtarzadedeh et al, 2022;Oliveira et al, 2020). Unique knowledge regarding novel methods and processes facilitates organizations to leverage innovative techniques to work proficiently and manage and increase customer satisfaction (Brito et al, 2020;Papazoglou and Spanos, 2021).…”

“…, 2016; Sun et al ., 2020). Moreover, empirical studies provide accumulated evidence that KM capability positively influences firm performance through the development of sustained intellectual resources and competitive advantages (Ge, 2022; Mokhtarzadedeh et al ., 2022; Inkinen, 2016). In addition, KM capability enhances the dexterity of organizations and empowers them to respond proactively in highly competitive and dynamic markets through (re)designing up-to-date products and services (Eklund, 2020; Mardani et al.…”

“…Organizations possessing high level of KM capability are likelier to develop their competencies, which helps them decrease redundancy, respond quickly to market changes, and promote creative ideas and innovation more proficiently compared with organizations expressing low KM capability (Mao et al, 2016;Sun et al, 2020). Moreover, empirical studies provide accumulated evidence that KM capability positively influences firm performance through the development of sustained intellectual resources and competitive advantages (Ge, 2022;Mokhtarzadedeh et al, 2022;Inkinen, 2016). In addition, KM capability enhances the dexterity of organizations and empowers them to respond proactively in highly competitive and dynamic markets through (re)designing up-to-date products and services (Eklund, 2020;Mardani et al, 2018).…”

Impact of knowledge management capabilities on organisational performance in construction firms: the mediating role of innovation

“…Acquiring KMC through knowledge and modern technologies associated with the process has become a prime focus for many organisations (Imran et al , 2022). This is because progress in the organisation’s performance, as conducted by improvement in its KMC, can prove exceptionally advantageous in a competitive environment (Obeidat et al , 2016; Garousi Mokhtarzadedeh et al , 2022). KM is one of the most rudimental factors of production in all industries (Belitzky et al , 2020).…”

“…This affects the organisation’s innovativeness, responsiveness and performance (Haider et al , 2022). Nevertheless, there exists a lack of data regarding the effects of KMC on organisational performance (Miranda et al , 2011; Rasool and Waheed, 2021; Garousi Mokhtarzadedeh et al , 2022). Primarily, researchers are discontent about whether the effects of KMC on organisational performance are direct or indirect (Awan et al , 2021).…”