Is Organizational Learning (OL) As Mediate Between KM Enablers and Organizational Innovation (OI)? A Conceptual Framework (original) (raw)
Related papers
2014
This study aimed at investigating the role of organizational learning (OL), between organizational innovation (OI) and the critical success factors of knowledge management (CSFsKM). The chief idea behind this study was that the CSFs of KM has a direct effect on OI and indirect effects through OL. A serious gap has been explored, by an intensive assessment of previous study, in the literature on relationships among CSFs of KM, OL and OI. Subsequently, based on the knowledge base view (KBV) theory, this study has attempted to fill the gap between KME and OI with role of OL for competitive advantage. A conceptual framework has been proposed in this research study. This framework has been considered as a contribution towards the enhancement of the related literature. Furthermore, this study is a stepping stone for further research on finding the importance of CSFs of KM with respect to enhancing the OI.
Investigating the impact of knowledge management On organizational innovation: conceptual framework
Innovation is an inherent part of knowledge management. The relationship between knowledge management and organizational innovation is getting an important issue in this millennium. However, without good capability of organizational learning, an organization cannot retain important knowledge management practices. The literature highlighted few studies that examine comprehensively the relationship among knowledge management, organizational learning and organizational innovation. Therefore, the purpose of the study is to examine the effect of knowledge management on innovation directly and through organizational learning. The research results indicate that OL has a full mediation effect on KM and OI. However, there are still some confusing relations between KM and organizational learning (OL). Therefore, the positioning of OL as a mediator is also an important contribution to this topic.
International Journal of Business Innovation and Research, 2017
The purpose of the present paper is to analyse the impact of knowledge management enablers (KMEs) and organisational learning (OL) on organisational innovation (OI). This study emphasises on the role of the organisation learning (OL) as a mediator between the KMEs and the OI. The population of the present study is formed by all large and small scale manufacturing companies, in the national level, including the electric utility, pipe facet industries, food industries, and clothing industries. Questionnaires have been distributed among the mid-level managers and supervisors where only 323 of them have been received back. The current paper implements a structure equation modelling (SEM) method to test the research's framework and hypotheses. The results of this implementation show that KMEs have a basic and significant role on the OI through the OL.
Organizational Innovation By Knowledge M
2018
In today’s environment which is characterized by complex and constant change, managing knowledge and knowledge resources as well as encouraging a culture of knowledge sharing in organizations both have become important issues in many organizations. Knowledge is one of the best assets that is able to be transmitted into new services and innovative products that become a cause of competitive advantage for organizations. In this era of knowledge and technology, innovation is seen as the most important resource for competitive advantages for most of the leading organizations. Hence, these organizations are trying to develop their innovative performance in order to reach the competitive boundaries. One of the most effective methods in this area is to ensure a successful implementation of knowledge management (KM) in organizations. In this regard, this study is to provide an answer to the main question on how KM contributes to organizational innovation (OI). The effect of three stages of KM processes including (knowledge acquisition, knowledge sharing and knowledge application) on two types of organizational innovation (Product innovation and process innovation) is investigated. The research method followed in this study is descriptive and correlational. Statistical population consists of (854) academic teaching staff in five public and private Palestinian universities. Sample was chosen randomly, (261) questionnaires were analyzed out of (290) distributed questionnaires. The results suggest that KM Processes with the two reviewed dimensions of OI have a positive and significant relationship, as a result, an effective implementation of KM processes in universities supports the development of organizational innovation. On this regard, practical recommendations will be provided to managers, decision makers and researchers.
Reinforcing Innovation through Knowledge Management: Mediating Role of Organizational Learning
Interdisciplinary Journal of Information, Knowledge, and Management, 2019
Aim/Purpose: The purpose of this study is to investigate the relationship between knowledge management (KM) and organizational innovation (OI). It also enriches our understanding of the mediating effect of organizational learning (OL) in this relationship. Background: KM’s relationship with OL and OI has been tackled extensively in developed countries’ literature. Nowadays, the challenges of developing countries lie in the process of knowledge application. This study attempts to develop a new managerial knowledgeable tool and present a theoretical model and empirical analysis of the relationship between KM and innovation in Jordan, a developing country. To the knowledge of the author, no attempt has been taken to investigate this relationship in any Jordanian sector. Methodology: The sample of this study consists of 457 managers representing strategic, tactical, and operational levels randomly selected from 56 manufacturing companies in Jordan. A questionnaire-based survey has been ...
The Impact of Knowledge Management on Organizational Innovation: An Empirical Study
Asian Social Science, 2015
The character of organizational innovation is considered significant for developing and improving the related products, procedures and marketplaces, for adding value as well as effectiveness over administrations. The innovation procedure is necessary regarding the activity of an association as the capability for innovation is important for attaining and sustaining competitive advantage. The absence of empirical investigations about the consequence of knowledge management on organizational innovation by organizational learning particularly over the developing countries exists in the related literature. The key objective of the current investigation is to evaluate the consequence of knowledge management on innovation directly and over organizational learning in Iranian automotive industry namely Iran Khodro Company. A total of 272 managers were chosen from systems and methods as the participants of the current study. The data were analysed using the Structural Equation Modelling (SEM). Results of the study revealed that there is an influence of knowledge management on organizational innovation in Iranian automotive industry. Results of the investigation showed that organizational learning has an important character as a mediator on the association between knowledge management and organizational innovation.
Knowledge Management And Learning Capability To Enhance Organizational Innovativeness
Procedia - Social and Behavioral Sciences, 2011
XXI century is witnessing the rise of innovation and innovativeness as one of the main drivers of industrial competition. Innovation becomes increasingly crucial in creating and maintaining an organization's competitive advantage, as well as its contributions to growth and wealth [i]. In other words innovation itself is a strong competitive strategy to achieve world-class manufacturing and servicing status and compete effectively in global markets [ii]. Learning capabilities of a firm in context of knowledge management are claimed that as one of the main drivers of innovativeness. Even there are some efforts to consider these concepts together; they are mostly studied as separately in today's "management theory jungle". Thus, this paper aims to offer a holistic approach for building organizational innovativeness on the basis of Knowledge Management (KM) and Organizational Learning Capabilities (OLC).
Management, 2020
Summary Nowadays, innovation and innovativeness have become a key conditioning factor in the survival of an organization. The organizations should have a sufficiently high level of innovation capability to be able to effectively develop and implement new solutions. Currently, researchers are increasingly talking about knowledge management processes in the context of creating and developing innovation capability of an organization (e.g. Hussein et al. 2016; Wijekoon and Galahitiyawe 2016). As noted by Hussein et al. (2016), sharing knowledge in a dynamically changing business environment is gaining key importance for the success of an organization. Knowledge itself, on the other hand, is indicated as a key source of innovation in the literature on knowledge management (Wijekoon and Galahitiyawe 2016; Monferrer et al. 2014; Nonaka et al. 2000; Yesil et al. 2013). The purpose of this study is to show what kind of research problems / which research problems related to knowledge manageme...
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING AS COMPETITIVE PERFORMANCE FACTORS IN AN ORGANIZATION (Atena Editora), 2023
The purpose of this article is to present the relationship between knowledge management and organizational learning in a business environment. The convergence of these two constructs will occur through the sharing of information in the various departments that make up an organization. In the post-modern world, much is said about organizational environments, about the competitive advantage of organizations as a means of maintaining and differentiating themselves in the competitive globalized market. Treating the innovative capacity of organizations as a competitive differential, the present study used a descriptive and qualitative analysis as a methodology through bibliographical reviews, approaching knowledge management and organizational learning as a competitive factor in an organization. From the relationship between these two constructs, a theoretical model is proposed and analyzed that presents knowledge management and organizational learning supported by organizational culture, in order to provide an organizational environment in which it is possible to innovate and achieve the desired competitive differential. in the market. At the end, a reflection on the theoretical model proposed by the author of the article is developed.
Management Science Letters, 2021
Knowledge-Based View as an intangible resource for the company will become the knowledge capability it possesses. Particularly in the context of SMEs in developing countries like Indonesia, SMEs have a big role in contributing to the country's economy. Therefore, knowledge capability is a resource that must be owned by SMEs that should be able to encourage adopting this type of innovation. In accordance with the basis of Knowledge-Based View, this knowledge will have an impact on company performance and its competitive advantage through the types of innovations that have been adopted. The quantitative method was used by distributing questionnaires totaling 120 SMEs in Indonesia and the data were processed using PLS-SEM. This study has a hypothesis that the relationship between knowledge management capability has a positive and significant effect on firm performance, as well as the mediating role of the type of innovation. The results in this study indicate that knowledge managem...