Knowledge management and organizational learning: Strategies and practices for innovation

In a globalised competitive world, organisations are looking for ways to gain or maintain a competitive advantage in the marketplace. Of the important challenges facing firms and organizations three are of prime importance: (1) for organizations to know what they know and maximise the transfer of this knowledge throughout their organisation; (2) finding ways of working which assist in maintaining their competitive advantage and finding new ways of gaining competitive advantage often through innovation, and (3) continuously learning through the exploitation of existing resources and capabilities and the exploration of new resources and capabilities to improve their performance. These challenges are interrelated. This paper investigates some of the extensive literature on innovation and knowledge management and suggests propositions for future research

Sustainable and traditional product innovation without scale and experience, but only for KIBS!

This study analyzes the ideal strategic trajectory for sustainable and traditional product innovation. Using a sample of 74 Costa Rican high-performance businesses for 2016, we employ fuzzy set analysis (qualitative comparative analysis) to evaluate how the development of sustainable and traditional product innovation strategies is conditioned by the business’ learning capabilities and entrepreneurial orientation in knowledge-intensive (KIBS) and non-knowledge-intensive businesses. The results indicate two ideal strategic configurations of product innovation. The first strategic configuration to reach maximum product innovation requires the presence of KIBS firms that have both an entrepreneurial and learning orientation, while the second configuration is specific to non-KIBS firms with greater firm size and age along with entrepreneurial and learning orientation. KIBS firms are found to leverage the knowledge-based and customer orientations that characterize their business model in order to compensate for the shortage of important organizational characteristics—which we link to liabilities or smallness and newness—required to achieve optimal sustainable and traditional product innovation.Peer ReviewedPostprint (published version

The impact of information technology resources on SMEs' innovation performance

This work aims to develop a research framework to examine the impact of information technology resources on the innovation performance of Saudi small-and-medium enterprises (SMEs). SMEs innovation capability influences growth and technological progress (Bruque & Moyano, 2007). However, many developing countries exhibit moderate or even low innovation performance. For instance, Saudi Arabia is ranked 54th by the Global Innovation Index (GII 2011). Innovation systems studies focus on the alignment between the interactions of innovation actors with their constantly changing environment toward better innovation performance (Etzkowitz & Leydesdorff, 2000). The dynamic capabilities of organisations have been highlighted as a crucial characteristic that helps to achieve a sustainable competitive advantage (Teece et al., 1997). The indirect impact IT resources on innovation performance represents an attractive research area (Benitez-Amado et al., 2010). Therefore, we argue that a closer look at Saudi SMEs information technology resources and their impact on the firm dynamic capabilities and innovation performance would make a significant contribution to existing knowledge. Areas such as the organisation strategies of developing countries, innovation management, dynamic capabilities, open innovation and strategic information systems are few examples of areas that might benefit from this work

Effects of innovation types on firm performance

Innovation is broadly seen as an essential component of competitiveness, embedded in the organizational structures, processes, products, and services within a firm. The objective of this paper is to explore the effects of the organizational, process, product, and marketing innovations on the different aspects of firm performance, including innovative, production, market, and financial performances, based on an empirical study covering 184 manufacturing firms in Turkey. A theoretical framework is empirically tested identifying the relationships amid innovations and firm performance through an integrated innovation-performance analysis. The results reveal the positive effects of innovations on firm performance in manufacturing industries

Effects of innovation types on firm performance

Innovation is broadly seen as an essential component of competitiveness, embedded in the organizational structures, processes, products, and services within a firm. The objective of this paper is to explore the effects of the organizational, process, product, and marketing innovations on the different aspects of firm performance, including innovative, production, market, and financial performances, based on an empirical study covering 184 manufacturing firms in Turkey. A theoretical framework is empirically tested identifying the relationships amid innovations and firm performance through an integrated innovation-performance analysis. The results reveal the positive effects of innovations on firm performance in manufacturing industries

A content and comparative analysis of strategic management research in the Baltic area

Purpose – The purpose of this paper is to provide a research agenda for qualitative studies in the field of strategic management (SM) in the Baltic area. Design/methodology/approach – A total of 167 SM-related articles in this area between 2000 and 2013 were found. The content within title, abstract and authors’ keywords was analysed by means of a multiple correspondence analysis based on the HOMALS technique. Findings – The intellectual structure of SM in the Baltic area is to some extent similar to the global structure of the field. Hence research on this topic in the Baltic area is well integrated in the field. Three topics of interest have been identified while the fourth seems to offer more limited opportunities for qualitative studies. These are: entry and competition; strategic behaviour and the micro-foundations of strategy; the growth-performance relationship; and global strategies. Research limitations/implications – Despite the modest number of articles in our sample, the findings are consistent with past research on the structure of the SM field. The classification of articles into qualitative- and quantitative-based methods helped provide a research agenda. Practical implications – SM scholars in the Baltic area may find this paper as an interesting input to their quest for finding and justifying their own research path. Originality/value – This is an original literature review. The use of a quantitative method in the literature review and the suggested matrix is a second original contribution to evolving methodologies for content analysis. The method allows the inclusion of large samples while limiting the use of scholars’ intuition. </jats:sec

El capital social como enfoque teórico en Dirección Estratégica

[EN] The objective of this research paper is to investigate, from a theoretical point of view, the strategic relevance of social capital. In recent years, academic literature in this field has witnessed remarkable growth, recognizing social capital as a key element for companies, due to its contribution to the creation of competitive advantages. However, it might be said that its development is still emerging, given the number of discrepancies among researchers regarding its definition, measurement, and its positive or negative impact on other variables. For this reason, a set of empirical studies that show the social capital effect on diverse types of organizational results have been reviewed, taking as a reference the definition and dimensions proposed by Nahapiet and Ghoshal (1998). Additionally, different theoretical links between social capital and four related Strategic Management approaches are presented, such as the Intellectual Capital-Based View, the Knowledge-Based View, the Resource-Based View and the Dynamic Resource-Based View. A main conclusion drawn from this review is that social capital, being a knowledge-based resource, enables access to both internal and external resources and thus a firm’s competitive advantage and, consequently, its value creation can be generated from the combination of both areas. Going in depth and clarifying this strategic linkage are thus a challenge to address in future studies.[ES] El principal objetivo de este trabajo es mostrar la relevancia estratégica del capital social organizacional desde un punto de vista teórico. En los últimos años, la literatura académica relacionada con este concepto ha experimentado un notable crecimiento, reconociendo que el capital social es un elemento fundamental para que las empresas generen ventajas competitivas. Sin embargo, se podría afirmar que su desarrollo es todavía incipiente al existir multitud de discrepaciancias entre los investigadores acerca de su conceptuación, la medición de sus dimensiones o los efectos positivos o negativos que podría tener sobre otras variables. Por este motivo, tomando como referencia la definición y dimensiones propuestas por Nahapiet y Ghoshal (1998), se ha realizado una revisión de las investigaciones que, de manera empírica, han estudiado las relaciones entre el capital social y distintos tipos de resultados organizacionales. Igualmente, se exponen diferentes nexos teóricos encontrados entre el capital social y los principales enfoques en Dirección Estratégica como son Enfoque Basado en el Capital Intelectual, el Enfoque Basado en el Conocimiento, el Enfoque Basado en los Recursos y el Enfoque Basado en las Capacidades dinámicas. Se concluye que el capital social, como recurso basado en el conocimiento, podría permitir el acceso a otros recursos internos o externos, y que la creación de valor y la generación de ventajas competitivas de una empresa puede provenir de la combinación de ambos ámbitos. Así, futuros estudios deben encaminarse hacia la profundización y clarificación de este nexo estratégico

Technological learning: towards an integrated model

The acquisition and growth of technological knowledge is fundamental to competitive advantage in the emerging knowledge economy. This article explores the notion of technological learning as a means of developing the capabilities that underpin long term sustainable innovation. The research project was designed to identify new ways of understanding learning in the context of technology-driven SMEs, so the methods employed were essentially inductive in nature. This has resulted in the development of a comprehensive framework comprising four inter-related knowledge categories (Identity, Direction, Capability, and Relationship), each of which has an associated learning process (learning by reflecting, learning by strategising, learning by doing, and learning by interacting). We argue that it is the interaction between these knowledge categories that generates the new insights that are essential to technological learning

An Architectural Approach to Managing Knowledge Stocks and Flows: Implications for Reinventing the HR Function

Sustainable competitive advantage is increasingly dependent upon a firm’s ability to manage both its knowledge stocks and flows. We examine how different employees’ knowledge stocks are managed within a firm and how—through their recombination and renewal—those stocks can create sustainable competitive advantage. To do this, we first establish an architectural framework for managing human resources and review how the framework provides a foundation for studying alternative employment arrangements used by firms in allocating knowledge stocks. Next, we extend the architecture by examining how knowledge stocks (human capital) can be both recombined and renewed through cooperative and entrepreneurial archetypes. We then position two HR configurations to focus on facilitating these two archetypes. By identifying and managing different forms of social capital across employee groups within the architecture, HR practices can facilitate the flow of knowledge within the firm, which ultimately leads to sustainable competitive advantage

Modeling innovation: determinants of innovativeness and the impact of innovation on firm performance

The objective of this paper is to report on the method, analysis, and conclusions concerning two research questions formulated as: What are the determinants of innovation at firm level?” and “what is the impact of innovation on firm performance?” The results are based on an empirical study covering 184 manufacturing firms in the Northern Marmara region within Turkey. A comprehensive and integrated innovation model is presented composed of two sub-models proposed in line with the two research questions posed. Results and conclusions are presented