Knowledge processes, knowledge‐intensity and innovation: a moderated mediation analysis

Abstract

Purpose -The purpose of this paper is to examine innovation from a knowledge-based view by exploring the effect of knowledge processes and knowledge intensity on innovation performance.Design/methodology/approach -First, a theoretical model of the connections between knowledge processes, knowledge intensity and innovation performance is presented. The posited hypotheses are then tested statistically, using a survey dataset of 221 organizations.Findings -The result shows that while all knowledge processes have a beneficial impact on innovation, knowledge creation impacts innovation the most and fully mediates the impact of knowledge documentation, intra-organizational knowledge sharing and external knowledge acquisition on innovation performance. Furthermore, knowledge intensity increases all knowledge processes. Knowledge intensity also moderates the relationship of documentation and knowledge sharing with knowledge creation. The interaction effect is negative, meaning that firms in less knowledge-intensive conditions will benefit more from documentation and knowledge sharing for their knowledge creation purposes, and ultimately innovation.Research limitations -The data are limited to companies from Finland, Russia and China.Practical implications -To promote innovation, managers should pay close attention to knowledge creation processes in organizations. Furthermore, knowledge creation can be facilitated by ensuring efficient documentation procedures, and internal and external knowledge sharing and acquisition practices. Documentation and knowledge sharing are especially effective means to promote knowledge creation for non-knowledge intensive firms.Originality/value -This paper makes a contribution to the existing literature by building and testing a knowledge-based model of firm innovation and articulating the inter-relations of knowledge processes and knowledge intensity with innovation performance.

Knowledge Sharing Practices as a Basis of Product Innovation: A Case of Higher Education in Iraq

“…KM involves the creating, sharing and using of knowledge [7]. It has been noted that, when considering the application of KM initiatives, it is important to create a culture of KS [14].…”

“…Researchers have acknowledge the relationship between KS and innovation [7], [8], but few touch on knowledge processes (donating and collecting) and their impact on teaching staff's product innovation within developing countries like Iraq. Innovation is important for organisations including learning institutions such as universities, thus, this research aims to explore the impact of knowledge sharing processes namely donating and collecting on product innovation using the context of public Iraqi higher education institutions (HEIs).…”

Knowledge and Discourse Matters

“…The speculation that an emic approach to the study of organizational discourse drawing on DP could indicate tacit knowing in action is arguably a valid one, with the potential to realise findings of interest to the KM field. A further point to draw is this: if a DP approach can explicate how these thematic categories are invoked and made relevant by speakers in their discourse, then it could be conjectured that they will have an equal influence on organizational knowledge creating and innovation, both of which are connected to KS (e.g., Andreeva and Kainto, 2011;Nonaka, 1994). The detailed analysis of the critical factors (barriers and enablers) associated with knowledge sharing, which is described as advantageous to organizational performance, maps these to four thematic categories -identity, trust, risk and context (see Table 1, section 1.10).…”

“…From a common-sense perspective, however, the prospect of an organization in which its members do not share their knowledge either in conversation or in text would seem inconceivable. More specifically, KS is connected to competitive advantage (Andreeva and Kainto, 2011;Bock et al, 2005;Ringel-Bickelmaier and Ringel, 2010); increased productivity (e.g., Alguezaui and Filieri, 2010); it is key to creating value (e.g., Garcia-Perez and Ayres, 2010: Bock et al); critical to innovation (e.g., Andreeva and Kainto; Alguezaui and Filieri); KS supports response to change and quality improvements, and contributes to new knowledge creation (Andreeva and Kainto). The practice of sharing knowledge is also linked to cost reduction (Ringel-Bickelmaier and Ringel).…”

Knowledge Creation, Innovation and Financial Performance of Firms: Evidence from Vietnam

“…Knowledge creation is about creating a novel idea and innovation is about successful implementation of that idea (Andreeva & Kianto, 2011).…”