Modeling the relationship between human intelligence, knowledge management practices, and innovation performance

Pioneers in knowledge management (KM) have well articulated the relationship between KM and innovation. In addi- tion, there are many theoretical papers as well as empirical studies that examined the positive relationship between KM and innova- tion. However, these empirical studies analysed the relationship between KM and innovation at management or organisational level. There is a need to study this relationship at the knowledge workers level to see how they actually in°uence their organisational KM and innovation. This study aims to analyse the knowledge worker's intelligence, emotional, and spiritual potential towards KM and innovation as well as examine the relationship between knowledge workers, KM and innovation. Survey questionnaires are used to measure knowledge workers' intelligence quotient (IQ), emotional quotient (EQ), and spiritual quotient (SQ), their KM processes involvement, and perception on their innovation perfor- mance. Partial least square (PLS) analysis is used in the analyses to determine the relationship between human intelligence, KM pro- cesses and innovation performance. Results indicate that human EQ and SQ in°uenced KM and innovation but not IQ

Spirituality in Knowledge Management: Systematic Literature Review and Future Studies Suggestions

Knowledge Management has established itself as key to the competitive advantage of companies in the 21st century. As the mere accumulation of knowledge is insufficient, there is a corresponding need to control and supervise interactions across the organization so as to create organisational value. Thus, understanding how the composition of the main knowledge management constructs and what influences them is especially important. Sharing knowledge, a continuous process and key to creating value, has mutual trust as one of its antecedents. We here consider trust as the amount that a person is willing to impute good intentions and believe in the discourses and actions of others (Cook and Wall, 1980). This research seeks to understand whether spirituality amounts to a factor influencing the confidence and trust necessary for the sharing of organisational knowledge. Studies indeed defend spirituality as a factor promoting trust, feelings of mutuality as well as a factor generating control over negative impulses, for internal improvement, unity and interconnections among organisational members (Pawar, 2017; Tejeda, 2015; Duchon & Plowman, 2005; Mitroff & Denton, 1999). This relationship is both relevant and worthy of deeper exploration as both knowledge management and spirituality are fundamental to creating organisational value. We opted to undertake a systematic review of the literature in order to understand just which links among the constructs feature in the literature. Therefore, we made automatic searches on Web of Knowledge and EBSCO databases. Our results suggest that spirituality positively influences knowledge sharing, because it is a relevant factor itself, either in the actual sharing or indirectly through its influence over knowledge creation. However, we would emphasise that there are almost no articles interlinking these two constructs and hence the need to deepen research into this factor and improve our understanding of its influence in organisations and therefore also propose the application of different methodologies to advance studies on this subject.info:eu-repo/semantics/publishedVersio

Менеджмент знань у системі інноваційного розвитку підприємства

У статті розглянуто основні характеристики процесу управління знаннями підприємства та визначено його місце у системі інноваційного розвитку підприємства. Описано основні типи організаційних знань та інструменти управління ними. Узагальнено основні етапи менеджменту знань. Розроблено стратегії розвитку організаційних знань, які ґрунтуються на трьох базових стратегіях: придбання знань, створення власних знань та залучення знань. Їх поєднання дозволило виділити та охарактеризувати ще чотири стратегії, які можуть бути ефективно використані промисловими підприємствами

Innovation implementation: harmony and conflict in Chinese modern music festivals

There is a degree of consensus in the academic literature that innovation is a vital source of competitive advantage in tourism. Although some processional aspects of innovation have been examined in detail, the process of implementation of innovation at an organisational level has been neglected, especially in the tourism literature. This paper adopts a relational perspective to examine the implementation of innovation within the burgeoning Chinese modern music festivals sector. The findings of six detailed case studies show how identity, equality, guanxi, and a range of specific contextual factors, influence the development of relationships. These, in turn, affect innovation implementation, notably by influencing the acquisition and use of knowledge and other resources essential to the process. A conceptual model is proposed which explains the complexities of these relationships, their roles in innovation implementation, and incorporates mediating factors such as temporality, organisational structure, and the reliance upon volunteers found within events

Individual, organizational, technological and industry factors effects on innovation capability of dairy SMEs in Pakistan : knowledge sharing as mediated

Existing literature reveals a gap in the empirical knowledge on innovation capability in the dairy sector of Punjab, Pakistan. Innovation capability is a key player in the growth and success of a business. Therefore, the major objective of this study was to examine the mediating role of knowledge sharing on trust, motivation, training & development, supervisor support, ICT use, and industry cluster resources with innovation capability of the dairy sector. This research contributes to the growth of GDP through the dairy sector. The research framework in the study was based on the diffusion of innovation and the resource- based view theories. The data were collected from dairy farm owners and managers in the study locality, i.e. Punjab, Pakistan. The study instrument was 410 self- administered questionnaires which were distributed to the dairy farm mangers/owners through the simple random sampling technique. 254 valid questionnaires were used for the analysis. The SPSS and SMART PLS 3.0 were used for the basic screening of the raw data and testing the hypothetical statements. The study found that motivation, training & development, supervisor support and industry cluster resources have positive significant impacts on knowledge- sharing. Furthermore, motivation, training & development, ICT used and industry cluster resources also have positive impacts on innovation capability; and knowledge- sharing mediated the relationship between motivation, training & development, supervisor support and innovation capability. The results of the study provide important insights to outcome, policy- makers and researchers to further understand the effects of the innovation capability of dairy SMEs (small medium enterprises) in Pakistan. This study suggested that managers and owners of dairy farms must provide motivation, training & development and supervisor support to enhance the innovation capability of dairy workers

The effect of corporate entrepreneurship, innovation and strategic renewal on business performance, business failure or organizational decline moderated by industry and firm size

The largest and most successful companies in the world have not always been that way. The challenges they have faced in order to become what they are today may have been countless. In contrast, while many companies have achieved significant levels of growth, they have not all been able to maintain their success in the long term, even to the point of starting to fail. This Thesis provides a conceptual framework that tends to explain the effect of CE that encompass I and SR on BP in Colombian companies, so the lack of CE, I and SR moderated by size of and sector/industry, might lead the Colombian companies to BF or OD. The research was developed using the information provided by regulatory entities in Colombia. The information gathered included both financial and managerial information submitted to the Colombian Superintendency of Corporations by companies that have entered into the restructuring process during the last ten years, as supervised by the Colombian Superintendency of Corporations and based on the Colombian Law on Restructuring during the last decade. Out of the 131 companies included in this research, 53 (40 %) belonged to the manufacturing sector and 78 (60%) belonged to the service sector. Regarding company size, 60 (45,80%) were small, 27 (20,61%) were medium and 44 (33,59%) were big. The information gathered included both financial and managerial information submitted to the Colombian Superintendency of Corporations by the companies that have entered into the restructuring process during the last ten years, as supervised by the Colombian Superintendency of Corporations and based on the Colombian Law on Restructuring during the last decade. For this purpose, this study used the data base information provided by the Colombian Superintendency of Corporations. This research excluded information obtained from agencies other than the Colombian Superintendence of Corporations. This research did begin with a pilot study developed with a case study that took into consideration a survey and interviews with representatives of companies that have entered into a restructuring process. The Superintendency’s website provided the list of the companies in the restructuring process. This information includes the approved financial services companies and detailed information on the legal representation of those companies. A two-stage sampling process was followed in identifying the subjects for the sampling. In stage one, this research used a probability sampling that is based on stratified random sampling. In order to determine the size of the sampling, the following formula was taken into consideration: n=(N*Z2a*p*q)/((e2*(N-1)+(Z2a*p*q)), where n is the size of the sample, N the size of the universe, Z the level of confidence, e the margin of error p and q the probability of occurrence. A level of confidence of 80% and error margin of 5% was determined by the researcher. In stage 2, the selection of participants from the organizations represented in the now-established sampling frame will be selected in terms of the criteria that the selected participant be registered in the restructuration process data base provided by the Superintendency of Corporations. A single contact person will be identified within each organization, with this person furnishing the contact information of employees who, meeting qualifying selection criteria, will be selected to be the research participants. The identified participants will then be called on their telephones, and a follow up e-mail will detail the research objectives). The participants will be considered “front facing” – in other words, they are part of, or were part of the decision-making process in their companies. For the quantitative part, the paths of the hypotheses among the main latent constructs will be then assessed using a structural equation modeling (SEM) procedure. For the quantitative part the research will use Atlas TI. As with standard regression, the basic measure of association between variables is covariance, and the dynamics of actually fitting SEM models involve covariance structure modeling (Iacobucci, 2009). The model shows that CE has a direct influence on BP. It is important to highlight that CE is influenced only by I. SR does not have a direct impact in CE. It could be inferred that the Colombian companies do not perceive that CE is a crucial part of the strategic planning. Furthermore, CE does not impact OD. It can be inferred that the more CE activities the Colombian companies put in place the better the outcomes from the business and financial performance. Thus, the Colombian companies that are facing OD could have avoided it by implementing CE activities.Tesi

The meadiating effect of knowledge management on the relationship between human resource management practices and organizational innovation performance

Strive competitive in market place drives enterprises to view human capabilities as critical asset for excellent organizational innovation performance (OIP). Hence This study investigated the relationship between human resource management (HRM) practices and organizational innovation performance (OIP) through knowledge management (KM). The previous studies on the relationship between HRM practices and OIP were focused on four main HRM components outlined in Guest Model, which are recruitment and selection (RS), training, performance appraisal (PA) and compensation. However, there is lack of evidence on which components of HRM practices could significantly influence OIP, especially within the environment of small and medium enterprises (SMEs). The uniqueness of SMEs from HR perspective is exhibited by the smaller numbers of employees. Hence, employees in SMEs tend to have wider opportunity to be involved in the business decision-making process. In addition, the focus on employee career development within SMEs is greater compared to in larger organizations. Hence, the purpose of this study was to extend the Guest model by adding employee participation (EP), and career development (CD) as the new HRM components, and to explore the impact of employee‘s knowledge management towards OIP based on the Black Box Model. This quantitative investigation utilized a survey instrument, which was distributed face-to-face and online to SMEs listed in the official SME list in Malaysia. The respondents consisted of 33 individuals who worked in different managerial levels at the respective organizations. Data analyses were conducted using the Smart-PLS 3.2.4 software for structural equation modeling. The findings from the study revealed that RS, training and compensation could significantly influence OIP, whereas the impact of PA, EP and CD towards OIP were insignificant. In addition, the findings suggested that KM played a significant role as a mediator between HRM practices and OIP. This study contributes towards HR knowledge enhancement via the expansion of the Guest Model, as well as the formation of the new HRM, KM and OIP frameworks. The importance of HR practices and the vital role of knowledge management to improve the effect of HR practices on OIP serve as important practical implications for HR practitioners and managers. Exploring additional factors, such as organizational strategy or organizational culture, which could both affect OIP within the SMEs, could be considered for further studies