Knowledge management capability, environmental dynamism and innovation strategy in Malaysian firms

Taghizadeh, Seyedeh Khadijeh; Karini, Artan; Nadarajah, Gunalan; Nikbin, Davoud

doi:10.1108/md-01-2020-0051

Cited by 30 publications

(32 citation statements)

References 83 publications

(131 reference statements)

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“…The knowledge-oriented HR practices are the “general set of initiatives that knowledge-organizations should distinctly carry out to help them to develop an adequate environment for supporting KM practices” (Donate and Guadamillas, 2015). These practices capture, share and apply employees' knowledge to manage organizational knowledge effectively (Taghizadeh et al , 2020; Kianto et al , 2019). These initiatives include policies, practices and subsequent systems that a firm decides for implementation to align the attitude, behavior and performance of its employees (Taghizadeh et al , 2020; Kianto et al , 2019; Kundu et al , 2019).…”

Section: Literature and Hypotheses Developmentmentioning

confidence: 99%

“…These practices capture, share and apply employees' knowledge to manage organizational knowledge effectively (Taghizadeh et al , 2020; Kianto et al , 2019). These initiatives include policies, practices and subsequent systems that a firm decides for implementation to align the attitude, behavior and performance of its employees (Taghizadeh et al , 2020; Kianto et al , 2019; Kundu et al , 2019). These HR initiatives such as training to promote skills and competencies; rewards to encourage teamwork, performance and knowledge sharing; and participative mechanisms of problem-solving and creativity carry distinctiveness in this regard and must be universal (Hernández et al , 2018; Donate and Guadamillas, 2015).…”

Section: Literature and Hypotheses Developmentmentioning

confidence: 99%

“…Literature review highlights a list of HR practices that positively contribute to the knowledge workers' capability, performance and innovation of a firm (Taghizadeh et al , 2020; Antunes and Pinheiro, 2020; Kianto et al , 2019). Organization must educate and train its employees about the necessary skills and competencies, which are in line with the changing business environment (Donate and Guadamillas, 2015).…”

Section: Literature and Hypotheses Developmentmentioning

confidence: 99%

“…These practices expand to teamwork rather than individual efforts of problem-solving; job rotation; training and mentoring to absorb skills and KM processes such as creation, absorption, application and storage. Kianto et al (2017) concluded that knowledge-oriented HR practices contribute to intellectual capital, which enables the organization to solve complex problems, innovate and espouse its competitive position (Taghizadeh et al, 2020;Fraj et al, 2015). Khawaja (2006) found that in Pakistan only 04% of entrepreneurial ventures survive up to 25 years and the situation continues to persist (Ahmad, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Protecting organizational competitiveness from the hazards of knowledge leakage through HRM

Sharif

Rehman

Kanwal³

et al. 2021

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PurposeCollaborative projects are useful tools for learning and innovation. However, there is an associated cost – knowledge leakage, which is theoretically linked to challenging organizational competitiveness. The purpose of this study is to examine whether knowledge-oriented human resource (HR) management practices can protect organizations from the adverse effect of knowledge leakage while investigating the moderating role of knowledge-oriented HR management practices.Design/methodology/approachThis study uses mixed methods involving collection of qualitative data through 13 qualitative interviews and quantitative data through 398 survey questionnaires. SPSS 23 and Process Macro 3.1 have been applied to test the hypotheses.FindingsThe study finds that knowledge leakage adversely affects organizational competitiveness, whereas the effect of knowledge-oriented HR management practices on organizational competitiveness is positive. Further, knowledge-oriented HR practices negatively and significantly moderate the relationship between knowledge leakage and organizational competitiveness. As the strength of the moderator increases, the effect of knowledge leakage tends to diminish. Besides, demographic factors (age of the firm and industry type) do not influence the organizational competitiveness.Research limitations/implicationsThis study has several theoretical contributions; first, it contributes to knowledge-based view by empirically establishing the adverse effect of knowledge leakage on organizational competitiveness. Second, knowledge-oriented HR management practices increase organizational competitiveness, which is contribution to HR management literature. Lastly, knowledge-oriented HR management practices protect organizational competitiveness from the adversaries of knowledge leakage, which is contribution to strategic management literature.Practical implicationsPractitioners must invest in knowledge-oriented HR management practices such as human-to-human knowledge transfer among the workers. It will increase firm-level knowledge base that will positively contribute to organizational competitiveness. In addition, such practices can evade the hostile effect of knowledge leakage.Originality/valueThe conceptual model is novel as this is the first study to establish (1) the empirical relationship of knowledge-oriented HR management practices and organizational competitiveness and (2) the moderating effect of knowledge-oriented HR management practices between knowledge leakage and organizational competitiveness.

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Section: Literature and Hypotheses Developmentmentioning

confidence: 99%

Section: Literature and Hypotheses Developmentmentioning

confidence: 99%

Section: Literature and Hypotheses Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Protecting organizational competitiveness from the hazards of knowledge leakage through HRM

Sharif

Rehman

Kanwal³

et al. 2021

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“…A research paper by Taghizadeh et al (2020) delves into understanding the organizational knowledge management capability (KMC) of small and medium-sized enterprises (SMEs) in Malaysia. The study has three aims: to determine the impact of KMC on the innovation strategy of these SMEs, to determine the effect of internal organizational conditions on their KMC, and finally to discover how the external influence of environmental dynamism affects the relationship between KMC and innovation strategy in these SMEs.…”

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confidence: 99%

Embracing knowledge management capability at a strategic innovation level

2020

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper analyzes the factors that impact the knowledge management capability (KMC) of SMEs. The results from Malaysian firms reveal that selection policies, incentives and training development polices, and formal structures all positively enhance KMC. Unexpectedly, however, an innovation culture did not enhance KMC, perhaps because the SMEs were not developing this strategically. Through optimal collaboration, managers are advised to build as much KMC into their teams as possible, since KMC was shown to have a material positive effect on innovation strategy. In turn, embracing environmental dynamism also bolsters this KMC-innovation strategy connection. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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The moderating effect of innovation on the relationship between environmental and financial performance: Evidence from high emitters in Australia

2022

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This study examines whether environmental-related innovation moderates the association between environmental and financial performance measured respectively as carbon emissions and return on assets (ROA). The sample comprises 119 companies subject to Australia's National Greenhouse Energy Reporting Act (NGER) for the period 2009-2017. The results show that environmental innovation positively moderates the relationship between environmental performance and financial performance. The findings also imply that the impact of environmental innovation in improving environmental performance is observable with a 1-year lag. The results are robust to the alternative financial performance measures of Tobin's Q and Altman's Z score. The findings have important implications for company managers and policymakers and provide useful information on innovation's role in enhancing environmental and financial performance.

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Knowledge management capability, environmental dynamism and innovation strategy in Malaysian firms

Cited by 30 publications

References 83 publications

Protecting organizational competitiveness from the hazards of knowledge leakage through HRM

Protecting organizational competitiveness from the hazards of knowledge leakage through HRM

Embracing knowledge management capability at a strategic innovation level

The moderating effect of innovation on the relationship between environmental and financial performance: Evidence from high emitters in Australia

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