Organizational factors to support knowledge management and innovation

Abstract

Purpose -The purpose of this paper is to analyze how organizational factors such as cultural values, leadership and human resource (HR) practices influence knowledge exploration and exploitation practices and innovation via an empirical study.Design/methodology/approach -From the knowledge-based view of the firm, six hypotheses were established and statistically tested in a sample of 111 Spanish companies belonging to innovative industries. Survey methodology was used with the aim of gathering data regarding knowledge management (KM) practices and certain, related organizational aspects in firms.Findings -This paper provides evidence of a moderating effect of knowledge-centered culture, knowledge-oriented leadership and knowledge-centered HR practices in the relationship between knowledge exploration and exploitation practices and innovation outcomes of companies. In line with previous literature, it is suggested that although KM practices are important on their own for innovation purposes, when certain enablers -organizational factors to overcome human barriers to KM -are properly established, the innovation capacity of the firm can be more successfully exploited.Research limitations/implications -The research is limited to high rate innovation industries. Future studies will include other industries and a more diverse sample of firms.Practical implications -The results of this study suggest that managers should place attention on knowledge exploration and exploitation practices along with several organizational enablers in order to achieve high levels of innovation results for the company.Originality/value -This paper provides new empirical evidence on the relationships between KM, organizational elements such as culture, leadership, HR practices, and innovation in a large sample of firms. To date, the empirical research of these relations has been mainly limited to descriptive case studies and there is thus a lack of empirical evidence with large samples of firms.

Trust, control and knowledge transfer in small business networks

“…At the same time, the correct use of such systems may support organizational performance since LOCs can generate dynamic tension between opportunistic innovation and predictable goal achievement (Simons 1995). All in all, a MCS must provide objectives and incentives, and support the development of an organizational culture that fosters knowledge transfer (Donate and Guadamillas 2011).…”

Organizational Factors as Predictors of Knowledge Management Practices in Federal University Libraries in Nigeria

“…Thomas (2006) suggested that organizations needed a small number of the following factors: top management leadership, human resources policy, compensation schemes, collaboration, and measurement. Other studies have identified these factors as culture, technology, leadership, human resources practices, and innovation (Donate & Guadamillas, 2011;Yusuf & Wanjau, 2014). Holsapple and Joshi (2000) carried out a literature review that yielded eight factors that potentially influenced knowledge management in organizations.…”

“…Thomas found these factors to consist of management support, human resources policy, collaboration, and reward system. Donate and Guadamillas (2011) provided empirical evidence on the relationship between knowledge management and organizational elements such as culture, leadership, human resources practices, and innovation. Other factors that have been found to correlate positively with knowledge management activities include leadership (Singh, 2008), communication flows (Rosmaini &Woods, 2007), and collaboration and training (Schulte &Wang, 2004).…”

“…Several researchers have explored the relationship between organizational factors and knowledge management processes (Brewer & Brewer, 2010;Donate & Guadamillas, 2011;Rosmaini &Woods, 2007;Schulte &Wang, 2004;Singh, 2008;Thomas, 2006). Positive interactions were found between human resources activities and knowledge management activities (Brewer & Brewer, 2010;Cabrera & Cabrera, 2005).…”

Knowledge and Discourse Matters

“…Donate and Guadamillas (2011), in an empirical study of 111 Spanish firms, find that organizational culture, leadership and Human Resource practices affect KM practices on innovation outcomes. In his theoretical piece, Rai (2011) claims that organizational culture is critical in building and reinforcing new knowledge but admits that little is known about how this works.…”